{"id":11235,"date":"2016-07-05T19:55:20","date_gmt":"2016-07-05T19:55:20","guid":{"rendered":"https:\/\/one.sightlinemg.com\/federaltimes\/uncategorized\/2016\/07\/05\/advocate-for-your-security-programs-and-avoid-being-comic-relief\/"},"modified":"2026-08-08T04:30:47","modified_gmt":"2026-08-08T04:30:47","slug":"advocate-for-your-security-programs-and-avoid-being-comic-relief","status":"publish","type":"post","link":"https:\/\/one.sightlinemg.com\/federaltimes\/management\/2016\/07\/05\/advocate-for-your-security-programs-and-avoid-being-comic-relief\/","title":{"rendered":"Advocate for your security programs and avoid being comic relief"},"content":{"rendered":"\n

\"Keith

Keith Lowry is Nuix’s senior vice president for business threat intelligence and analysis.<\/span><\/figcaption>
Photo Credit: Nuix<\/span><\/figcaption>I\u2019ve spent the past several months talking here about building an effective insider threat program. Last month, I touched on the first of the three “A\u2019s” required to overcome insider and cybersecurity threats: agility. This month, I want to focus on another “A”: advocacy. Advocacy is one of the essential pillars of any successful counter-insider threat program.<\/p>\n\n\n\n

A dearth of advocacy<\/h1>\n\n\n\n

In my experience working for the<\/p>\n\n\n\n

US G<\/p>\n\n\n\n

\u200bgovernment, I had many opportunities to evaluate agencies\u2019 counterintelligence and insider threat programs. I also created, in partnership with other very talented and dedicated individuals, one of the most successful insider threat programs at a major U.S. agency.<\/p>\n\n\n\n

Our success came after observing many failed or ineffective programs. The problems I experienced firsthand across the government usually included a failure of political appointees and their senior staff members to advocate for the programs. This lack of advocacy severely hampered the efforts of the professionals who were working to protect valuable information assets from theft and misuse.<\/p>\n\n\n\n

“It\u2019s not that hard”<\/h1>\n\n\n\n

Leadership responses like “this should not be a heavy lift,” “do less work,” or “you are blowing this out of proportion” were commonplace. They were all laughable if you knew the number of insider threats and successful attacks these agencies faced.<\/p>\n\n\n\n

The professional staff, in turn, would invariably roll their eyes, chuckle, and complain about how appointees and senior staff ignored or scoffed at the problem. It became a sort of gallows humor for the staff that underscored a serious problem that was easy, in theory, to correct.<\/p>\n\n\n\n

Even more humorous was the fact that these appointees and senior staff members didn\u2019t want the professionals presenting to the heads of the agencies. They reserved that very visible and important work for themselves.<\/p>\n\n\n\n

Here\u2019s where the comedy turns dark. It was obvious that most senior staff did not take the time to listen to what the professionals were trying to tell them. They did not understand the importance of countering the threats so their interpretations of what was actually happening were wildly unrealistic. Perhaps they felt the reality of the problems they were facing might dampen their careers or advancement potential and the only option was to discount the significance of the threat.<\/p>\n\n\n\n

Every time I observed this phenomenon, I would always think of two classic comedy routines. (If you haven\u2019t seen these before, check them out \u2014 you\u2019ll understand what I\u2019m talking about more and get a good laugh in the process.) One routine is “What It Was, Was Football” by Andy Griffith and the other is the classic Abbott and Costello routine “Who\u2019s On First.”<\/p>\n\n\n\n

In each of these routines, the masters of comedy showcase how inexperience, naivet\u00e9<\/p>\n\n\n\n

,<\/p>\n\n\n\n

\u200b and ignorance can have a disastrous effect when a neophyte attempts to describe something totally outside their experience. They are true artists in describing a bumbling caricature. However, I believe these routines serve a purpose for our discussion. They underscore the direction that agency heads and senior executives<\/p>\n\n\n\n

should not<\/em><\/p>\n\n\n\n

follow when dealing with insider and cybersecurity threats.<\/p>\n\n\n\n

Give your professionals \u2014 and your program \u2014 a chance<\/h1>\n\n\n\n

If you preside over insider threat or cybersecurity for your agency, the first thing you can do is wake up to the current threat environment. You are entrusted to protect critical value data from those who wish to exploit, steal<\/p>\n\n\n\n

,<\/p>\n\n\n\n

\u200b or extort it. The threats are real. You are the gatekeepers and without your advocacy, you and your agency will be exploited. It\u2019s just a question of when.<\/p>\n\n\n\n

Second, listen to your skilled professionals. Listen to those who are informed about current threats, the best methods to protect your organization, and the data you need to protect. You listen when a licensed mechanic tells you what\u2019s wrong with your car \u2014 do the same with your security professionals when they talk about what\u2019s wrong with your network and data protections.<\/p>\n\n\n\n

Third, learn to trust. Trust in your team. Trust that they are there to protect you and the agency from threats. Let them speak to the agency\u2019s leadership. Only an expert who is used to answering questions about the process, problems<\/p>\n\n\n\n

,<\/p>\n\n\n\n

\u200b and threat can deliver a clear message.<\/p>\n\n\n\n

Last, advocate for the program. Advocacy means more than merely giving a nod or politely holding meetings with your team. Openly state your position of support to the entire agency and staff. Give your team the resources and time necessary to fulfill their work. Above all else, don\u2019t shoot the messenger. Attacks are going to happen \u2014 to counter them, we must all work as a team.<\/p>\n\n\n\n

Real protection requires you to understand that you are countering a real, not imaginary, threat. It also means trusting and leading. Don\u2019t be seen as a caricature of a comedic bumbling bureaucrat.<\/p>\n\n\n\n

In other words, advocate!<\/p>\n\n\n\n

Keith Lowry is Nuix’s\u00a0senior vice president for business threat intelligence and analysis. He served as chief of staff to the deputy undersecretary of Defense for human intelligence, counterintelligence and security at the Pentagon, and as an information security consultant in the private sector.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

Advocacy is one of the essential pillars of any successful counter-insider threat 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