Paul Watts (ISF): Here is what it takes to be a NextGen CISO!

Summary

• CISO evolution, not revolution
  The modern Chief Information Security Officer (CISO) is not just a tech expert but a strategic business leader. Paul Watts emphasizes the role’s shift from technical compliance to outcome-driven leadership, requiring a blend of emotional intelligence, communication, and risk-contextualization.

• Leadership defined by adaptability and context
  No two organizations or CISOs are alike. Success hinges on the ability to adapt to business models, industry cultures, and risk appetites. Paul illustrates how leadership styles must change across sectors—from finance to retail to public service.

• Empathy and emotional intelligence as core skills
  Drawing from personal experiences, Paul underlines how emotional intelligence, learned from his late father, became a vital asset. Effective CISOs must build rapport, understand stakeholder needs, and communicate beyond technical jargon.

• Security as business enablement, not restriction
  Security leaders must break out of reactive modes and align initiatives with business goals. Understanding internal operations firsthand—like shadowing delivery staff or operations teams—builds empathy and insight for strategic alignment.

• Diversity of CISO types and avoiding burnout
  The next-gen CISO archetype includes transformational, technical, post-breach, and outcome-focused leaders. CISOs must recognize when the role is a poor personal fit and prioritize mental well-being, work-life balance, and delegation to avoid burnout.

• The role of Business Information Security Officers (BISOs)
  BISOs extend the CISO’s reach, enabling visibility, operational dispersion, and strategic focus across global and large-scale organizations. Paul advocates for decentralizing oversight to prevent overwhelm and enable forward planning.

• Governance: to board or not to board
  Paul argues against embedding the CISO in the board due to conflicts of interest. Instead, he supports maintaining independence and advisory capacity to ensure objectivity. He welcomes models where board members gain cyber competence through non-executive appointments.

• Hiring and retaining security leaders wisely
  Businesses must define the purpose of their CISO roles. Overemphasis on certifications or misunderstanding security’s scope results in poor tenure and mismatched hires. Organizations need to align values, culture, and long-term goals when recruiting CISOs.

• Security as service, not control
  CISOs must transition from rule enforcers to service enablers. Whether offering security tools as services or facilitating innovation, the next-gen leader provides tailored, strategic value rather than blanket restrictions.