CISOs today face an uphill battle. They're responsible not just for protecting their organizations from increasingly complex cyber threats, but also for communicating those risks and securing buy-in from senior executives and board members.

Yet, many CISOs struggle with one fundamental challenge: how can they communicate the urgency and significance of cybersecurity risks in a way that resonates with the board’s priorities—especially when the board is often more concerned with financial performance and KPIs than with technical details?

The Pressure of Presenting Cybersecurity KPIs and Risks

A recent survey reveals that 91% of CISOs present to the board, but over half of respondents believe their board only somewhat has or does not at all have the knowledge or expertise to respond effectively to their presentations(Heidrick & Struggles). This gap in understanding poses a critical challenge for securing the necessary resources to mitigate risks.

Additionally, 66% of CISOs admit they struggle to communicate cybersecurity risks in business terms, which leads to difficulties in gaining support for their strategies. Moreover, 57% of CISOs report that board members are more focused on compliance and regulatory issues rather than on the real operational risks facing the company (CYE - Real Cybersecurity).

Overcoming the Communication Barrier

One of the most common mistakes CISOs make when presenting to the board is overloading their audience with technical jargon. The board isn’t interested in the intricacies of malware or encryption—they want to know how cyber risks will impact the bottom line and whether those risks are being adequately managed.

So, how can CISOs overcome this communication barrier and secure the board’s buy-in for a more robust cybersecurity strategy?

1. Speak the Board’s Language

When presenting to the board, it’s critical to align cybersecurity risks with the organization’s overall business objectives. The board is not focused on the technicalities; they care about how a security breach could disrupt business operations, damage the company’s reputation, or result in financial loss.

Use business language rather than technical terms:

• Instead of talking about specific cyber threats, emphasize how those threats can lead to operational downtime, regulatory fines, or lost revenue.
• Highlight case studies or examples of recent breaches within the industry to show how similar threats have impacted competitors and what can be done to avoid those outcomes.

2. Leverage Metrics that Matter

CISOs often track technical metrics like vulnerabilities patched, firewall logs, or malware detections. While these metrics are important internally, they don't resonate with board members who are focused on risk exposure, compliance, and business continuity.

Translate your technical metrics into business impact metrics:

• What percentage of the organization’s data is at risk?
• What would a breach cost in terms of downtime, fines, or recovery efforts?
• How likely is it that a cyber threat could disrupt a key project or business operation?

In 2024, 12% of CISOs faced reductions in their security budgets, with only a modest average growth of 2%, according to the 2024 Security Budget Benchmark Report. Despite these constraints, framing cybersecurity risks in terms of business impact—such as operational downtime or financial loss—remains crucial. By tying cyber threats directly to business outcomes, CISOs can better secure resources and demonstrate the strategic importance of cybersecurity in a tighter fiscal environment.

3. Tell a Story

Data alone rarely convinces people to take action. CISOs must learn to weave their cybersecurity metrics into a compelling narrative that captures the board’s attention and resonates with their concerns.

For example, rather than presenting raw data on phishing attacks, you could tell the story of a real-world breach in your industry where a phishing email led to a major financial loss. Use the story to explain how a similar event could impact your organization and what steps can be taken to prevent it.

Stories provide context for the data and help the board visualize the potential consequences of cyber risks.

4. Show Confidence, Even When Mistakes Happen

CISOs are often under intense scrutiny when presenting to the board. The fear of making a mistake, combined with the high stakes, can create a pressure-cooker environment.

But mistakes happen. What matters most is how you handle them. During a consultancy project, I found myself presenting to a board of directors to secure budget approval for a critical technical project. Despite thorough preparation, I made a mistake in my calculations.

Instead of panicking, I stayed composed, focused on the story we were telling, eased the room with Dutch humour and continued the presentation with confidence. In the end, we secured more funding than we had originally requested. The key takeaway?

Preparedness and recovery matter far more than perfection.

5. Build Trust and Relationships

Finally, remember that board members are people with their own fears, biases, and concerns. Building trust with the board is essential for long-term success as a CISO.

By simplifying complex cyber risks, aligning them with business goals, and showing how cybersecurity supports the company’s overall strategy, CISOs can earn the board’s confidence and secure the buy-in they need to implement robust cybersecurity measures.

Making Cybersecurity a Priority for the Board

Presenting cybersecurity KPIs and risks to the board is one of the most challenging aspects of the CISO role. But by shifting the focus from technical metrics to business impact, telling stories that resonate, and building relationships based on trust, CISOs can transform these conversations into opportunities for action.

Are you ready to build that bridge with your board?

Book your discovery call for more insights on strengthening your boardroom resilience and securing top-level buy-in for your cybersecurity strategy.