cadence and format that enables informed decisions and insist on explanations in business terms, not technical jargon. If you can’t understand what you’re being told, you can’t provide effective oversight. Executives should ask the board to define their risk appetite explicitly. Propose a reporting rhythm that balances staying informed without overwhelming directors. Test materials on non-technical colleagues first. 4. Evaluate Resource Allocation The board should review whether the cybersecurity budget matches the institution’s stated risk appetite. You can’t credibly tell regulators and customers that security is a priority while underinvesting in it. When spending doesn’t match stated priorities, it’s only a matter of time before that gap is exploited. Executives should show budget trends and compare spending to peer institutions and industry benchmarks. Be transparent about skills gaps. If bringing in outside expertise for assessments, explain why that’s a strength. Present how security investment connects dollars spent to risks mitigated. 5. Assess True Security Maturity Directors shouldn’t accept “we completed the assessment” as proof of security. Ask what management has done with the framework results to strengthen security. Most importantly, evaluate whether security is treated as a strategic advantage or just a compliance checkbox. For executives, lead with outcomes, not activities. Show how framework findings drove specific improvements. Demonstrate measurable progress year over year. Make the strategic case for security as a competitive differentiator, not just regulatory obligation. Putting It Into Practice Consider developing a one-page dashboard that answers the questions boards really need to know: “What are our top three risks? What are we doing about them? How do we compare to peers?” This kind of clear, focused reporting enables both effective oversight and productive board conversations — without drowning directors in technical details or forcing executives to explain the same concepts repeatedly. Steve Sanders serves as CSI’s chief risk officer and chief information security officer. With more than 15 years of experience focused on cybersecurity, information security and privacy, he employs his strong background in audit, information security and IT security to help board members and senior management gain a command of cyber risk oversight. 100 South Phillips Avenue, Sioux Falls (605) 335-5112 | Teresa Thill advantage-network.com HELPING GROW YOUR NON-INTEREST INCOME As a regional leader in providing financial institutions with EFT services, we have solutions to help you grow your non-interest income. • Debit card services • Card production • Marketing support • ATM services • Fraud monitoring From conversion onto the Network to daily operations, our team of local experts will have your back every step of the way. Reach out, and let’s start a conversation! 16 NEBRASKA INDEPENDENT BANKER
RkJQdWJsaXNoZXIy MTg3NDExNQ==