Cybersecurity risk has moved to the center of boardroom oversight. The chief information security officer now operates in an environment shaped by stricter breach disclosure rules, rising enforcement action and growing personal accountability for security leaders. Around the world, new regulatory frameworks continue to raise expectations for transparency and governance.
This heightened scrutiny has changed how boards and security leaders must work together. Directors want clear visibility into cyber risk and resilience. CISOs want direct access to the board so they can communicate threats, strategy and resource needs effectively. When that relationship is weak, organizational performance and risk posture can suffer.
To close this gap, boards must take deliberate steps to support and empower their CISOs. Below are five practical actions that can build trust, improve communication and strengthen cybersecurity governance across the enterprise.
1. Provide meaningful protection and institutional backing
Cybersecurity leaders carry significant legal and reputational exposure. Boards should ensure that CISOs are properly protected through robust governance mechanisms.
First, confirm that the CISO is covered under the company Directors and Officers insurance policy. In some organizations this role has not traditionally been treated as a board appointed executive, which can leave gaps in coverage. Including the CISO in D and O insurance demonstrates that the board recognizes both the importance and the inherent risk of the position.
Second, consider a formal indemnification agreement where appropriate. Clear indemnification terms can reduce personal liability concerns and allow the CISO to focus on protecting the organization rather than worrying about individual exposure. When directors visibly support their security leader, it sends a powerful message throughout the organization.
2. Establish structured and recurring board engagement
In many companies, the CISO’s interaction with the board is filtered through other executives. While coordination is important, limited direct access can prevent open discussion of emerging risks and strategic tradeoffs.
Boards should create regular and structured check ins between the CISO and the director responsible for cybersecurity oversight. This may be the audit committee chair, risk committee chair, lead independent director or designated cyber champion. Monthly or quarterly conversations outside formal meetings can significantly improve alignment.
These sessions give the CISO space to discuss evolving threats, budget needs and strategic priorities. They also help directors stay informed and engaged. Importantly, boards should initiate this cadence rather than waiting for the CISO to request access. Proactive outreach removes barriers and signals openness.
3. Elevate cybersecurity as a core business priority
Cybersecurity is not simply a technology issue. It is a business resilience and enterprise risk issue. Boards set the tone for how seriously the organization treats it.
Directors should ensure that cybersecurity appears regularly on the board agenda with sufficient time for meaningful discussion. If meetings are consistently crowded with financial and operational updates, cyber risk may receive superficial treatment. Allocating dedicated time at either the committee or full board level reinforces its importance.
For example, a quarterly review at the committee level combined with an annual in depth session at the full board can provide structure. Board education sessions on cyber trends and regulatory developments can further enhance oversight. When directors consistently prioritize cybersecurity, the organization follows their lead.
4. Support stronger board level communication
CISOs must translate complex technical risks into business language. Effective board reporting requires clarity, focus and context.
Legal leaders often have significant experience presenting to directors and framing issues around governance and liability. Encouraging collaboration between the CISO and general counsel can improve the structure and impact of cybersecurity presentations.
Rather than overwhelming the board with metrics, the CISO should center discussions on a small number of critical questions. These may include exposure to top threats, readiness to respond to a major incident and alignment between cyber investment and business strategy. When presentations are structured around clear themes, directors can provide more useful guidance and oversight.
5. Align early on a cybersecurity materiality framework
One of the most sensitive issues in cyber governance is determining when an incident is material and requires disclosure. Boards and management should not wait for a crisis to define their approach.
Developing a shared materiality framework in advance creates clarity and reduces confusion during high pressure situations. Agreed criteria for assessing financial impact, operational disruption and reputational damage allow for faster and more consistent decision making.
As a best practice, organizations can review past incidents through the proposed framework to test its effectiveness. This exercise improves preparedness and builds mutual understanding between the board and the CISO. Over time it strengthens trust and transparency.
Building a resilient governance culture
Cyber threats continue to evolve in scale and sophistication. Boards must integrate cybersecurity into every layer of governance and oversight. Empowering the CISO is central to that effort.
By ensuring adequate protection, creating structured engagement, prioritizing cyber risk in meetings, improving board communication and aligning on materiality standards, directors can transform the board CISO relationship. The result is stronger cybersecurity governance, clearer accountability and a more resilient organization.
At Dess Digital, we see that when boards actively support their security leaders, the entire enterprise benefits. Directors want to hear directly from their CISOs and in today’s risk environment they must. A strong partnership between the board and the CISO is no longer optional. It is essential for sustainable growth and effective risk management.
