Frustration is a great trailing indicator for cyber leaders
as it generally occurs when we keep trying to do something that isn’t working.
Frustration isn’t the problem. It’s a symptom.
We clearly would not want to take actions that intentionally
increase frustration for others. That’s not the intent of finding value in
frustration. The intent is that we want
to be vigilant of early frustration so that the source of frustration, that underlying
issue, can quickly be sussed out and remediated.
Once recognized, frustration can become a tool for continuous
improvement.
A cyber security team member is frustrated because a partner
team isn’t doing something. There may be a coaching opportunity around communication
and what the team member might be doing that isn’t working for that partner.
You have a cyber security stakeholder that is frustrated
with the team. There may be an opportunity to dig into the details of what
isn’t working for them. You might have an underlying tool, process, or people
problem of which you are unaware.
You have executives that aren’t yet sold on your plan. We
can’t just blame or be frustrated with executives. Perhaps something needs to
change in your story to make it more compelling.
As a cyber leader, you can turn frustration into
understanding by leveraging frustration as an indicator. This requires pushing
ego aside and looking at potential weaknesses in our own communications and
processes first before just accepting the frustration or blaming others.
There can be a certain value in frustration if approached and
followed up properly. The process of consistently finding that value becomes
another tool in your quest for continuous improvement.
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