In an era of relentless cyber threats, one thing is clear: building a strong cybersecurity culture within an organization is not just an IT department’s job, it’s a leadership imperative. When a CEO or senior executive falls for a phishing scam or bypasses security protocols, the fallout can be far worse than an entry-level employee’s mistake. Cybersecurity is as much about people and behaviors as it is about technology. It demands a top-down approach, where leaders actively champion security practices and even undergo the same awareness training as their staff. This article explores why leadership participation in cybersecurity awareness training is crucial and how an organization’s security culture must start at the very top.
Every organization has a unique culture, a set of shared values, habits, and mindsets. Cybersecurity culture refers to how those collective attitudes shape security behaviors across the workforce. It’s about fostering an environment where every person, from the interns to the C-suite, understands their role in protecting the organization’s digital assets and follows best practices to keep data safe. This cultural approach to security is vital because technology alone cannot stop all threats. Human factors play a huge role in breaches: in fact, 82% of data breaches involve a “human element,” such as falling for phishing or using weak passwords. Figure 1 below illustrates how the vast majority of security incidents trace back to human error or behavior, underlining the need for widespread security awareness.
Figure 1: A Verizon study found 82% of breaches involved a human element, emphasizing that people are often the weakest link in cybersecurity. Building a cybersecurity-aware culture helps address this vulnerability by turning that “weakest link” into a strong first line of defense.
A strong cybersecurity culture means security isn’t just a checklist or a yearly training video, it’s ingrained in daily operations and decision-making. Employees at all levels should feel responsible for protecting sensitive information, and they should be empowered with knowledge and tools to do so. This includes everything from basic practices (like identifying phishing emails and using strong passwords) to an open environment where employees can report security concerns without fear. However, none of this can truly take root unless the organization’s leadership visibly supports and participates in these efforts. As we’ll discuss next, leadership commitment is the linchpin of a thriving security culture.
There’s a saying that “the tone at the top” sets the standard for the entire organization. This couldn’t be more true for cybersecurity. If company leaders treat security as a priority, allocate resources to it, and follow the rules themselves, it sends a powerful message that everyone should do the same. A good cybersecurity culture starts at the top, leaders must prioritize security, dedicate resources, and lead by example. Conversely, if executives dodge security protocols or view training as a low priority, employees will likely mirror that attitude.
Research and industry experience consistently show that leadership engagement has a direct influence on employee security behavior. For instance, one study notes that a security-aware culture “starts with leadership buy-in and commitment.” When top management actively supports cybersecurity initiatives, employees are more likely to comply with policies and embrace security-minded practices. In practice, this means executives need to be visibly involved, from discussing cybersecurity in strategic meetings to integrating security into business decisions and strategy. A leader who asks during project planning, “How will this impact our security posture?” or insists on including security metrics in company KPIs, signals to everyone that cybersecurity is a core business concern.
Leadership involvement also removes the perception that security is “just an IT problem.” High-profile breaches in recent years have driven home the point that cyber incidents can cripple an entire business, not just its computers. This reality has prompted many boards and CEOs to pay attention. “The growing awareness of high-profile breaches, such as those at Target, Equifax, and Colonial Pipeline, has shifted the narrative from cybersecurity being an IT-only concern to a critical business issue,” observes one CISO in the pet healthcare industry. She notes that a top-down approach, where leadership are active proponents, brings greater visibility and support for cyber protections. In short, when leaders champion cybersecurity, it permeates the culture, budgets get approved, policies get enforced, and employees see that management walks the talk.
Given their influence and access, one might assume senior leaders are the most prepared to handle cyber risks. Ironically, executives are often the prime targets of cyber attacks, and sometimes the least prepared. Attackers know that the CEO, CFO, and other top brass hold the keys to the kingdom: they can authorize large payments, access sensitive data, and override controls. This makes them attractive prey for sophisticated scams. In fact, there’s even a term for hacking a high-level executive’s account or tricking them into a scam email: “whaling,” referring to going after the biggest fish in the sea. Cybercriminals invest significant resources in these “whaling” attacks, because a successful con against an executive can yield a massive payout.
Crucially, many executives have not had the same depth of security training as their IT staff or even their junior employees. Busy schedules and a focus on business over technical details can leave leaders less informed about current cyber threats. Attackers exploit this gap. For example, business email compromise (BEC) scams often impersonate CEOs or CFOs precisely because lower-level employees are conditioned to obey requests from the top without question. In other cases, attackers target the executives themselves with spear-phishing: a well-crafted email that looks legitimate enough to fool even a savvy professional.
Real-world cases underscore the stakes. In 2016, toy manufacturer Mattel nearly lost $3 million after a criminal impersonated the new CEO and tricked a top finance executive into wiring money to a fraudulent account. (A lucky bank holiday prevented the transfer from completing.) Other companies have not been so lucky, Ubiquiti Networks, for instance, suffered a $46 million loss in a CEO fraud scheme where attackers spoofed executive communications. These incidents illustrate that no one, not even those in corner offices, is immune to deception.
This is why leaders need cybersecurity awareness training just as much as everyone else, if not more. They face targeted threats like whaling, CEO fraud, and business email compromise that specifically seek to exploit their authority. Without training, an executive might not recognize a spoofed email or might use poor cyber hygiene (reusing passwords, using personal devices insecurely, etc.). The fallout from a single mistake at the top can cascade through the whole organization, think of a compromised CEO email account instructing staff to transfer funds, or a stolen executive credential unlocking troves of data. On the other hand, a well-trained leader who is aware of these ploys is far less likely to take the bait, and more likely to support preventative measures throughout the company. Many organizations are now integrating structured Cybersecurity Training programs tailored specifically for executives, helping leadership teams recognize sophisticated attacks and set a strong example for the rest of the workforce.
To truly build a “security-first” culture, leaders must do more than mandate training for others, they must actively participate in it themselves. Leadership participation in security awareness sends a powerful message that everyone, regardless of rank, is accountable for protecting the organization. As one cybersecurity expert put it, “Senior management should lead by example when it comes to cybersecurity. When leaders demonstrate a strong commitment to security, it sets a powerful precedent for the entire organization.” In practice, this means executives and managers should attend the same awareness training programs that employees do (or tailored versions of them), complete phishing email drills, and follow all security policies to the letter.
This kind of leadership behavior has a ripple effect. When employees see their CEO diligently completing cybersecurity training modules or a VP double-checking before clicking an email link, it validates the importance of those actions. Leaders can set an example by engaging in training and openly discussing the importance of cybersecurity, which motivates employees to follow suit. In contrast, if staff sense that “the bosses don’t bother with this stuff,” they’re more likely to become lax or view security training as a checkbox exercise. Culture is reinforced by what leaders pay attention to and how they behave. Thus, having leadership visibly embrace cybersecurity initiatives instills a sense of collective responsibility, it’s not “us vs. IT,” but rather “we’re all in this together.”
Moreover, when leaders themselves undergo security education, they become better decision-makers for the organization’s security posture. A CEO who has learned about phishing and social engineering will be more supportive of, say, an email authentication project or stricter verification for financial requests. A board member who understands the basics of ransomware might be more willing to fund network backups and incident response planning. In other words, awareness at the top results in smarter governance and resource allocation for security. This aligns with findings that well-informed leadership tends to integrate cybersecurity into business strategy more effectively. Ultimately, leadership engagement creates a trickle-down effect: policies get enforced consistently, investments in security are seen as essential (not optional), and employees feel empowered to prioritize security in their daily work.
If training executives is so important, why isn’t it already universal? The reality is that many organizations have historically focused their awareness programs on frontline employees and technical teams, often overlooking the top echelon. In some cases, executives are even inadvertently excused from training requirements, perhaps an assistant takes the quiz on their behalf, or they skip annual refreshers due to “busy schedules.” Some security teams may hesitate to phish test the CEO or ask a senior VP to sit through a training session. This “free pass” for executives is a dangerous gap, as experts warn. Not only does it leave leaders more vulnerable, it also wastes an opportunity to reinforce a culture of accountability.
Overcoming this requires a concerted effort by security and HR teams to make leadership awareness a priority. First, security awareness programs should explicitly include executives and board members. If necessary, design a tailored training curriculum for them, one that respects their time constraints and focuses on the most pertinent threats (like whaling, business email compromise, and high-level policy oversight). For example, an executive-focused training might be a briefing or workshop that distills key points in an hour, rather than the standard e-learning course. The content should be highly relevant, perhaps walking through real-world executive-targeted attack scenarios and how to respond. The key is to emphasize that no one is exempt from these threats or from the responsibility to learn.
Second, organizations should hold leaders accountable for participating. This might mean the CEO publicly commits to 100% training completion for all staff including the C-suite, or the board mandates regular cybersecurity briefings as part of its governance. It can help to frame this not just as “training” but as professional development for leaders, essentially, cyber risk is a business risk they are expected to manage. Indeed, regulators and insurers are starting to scrutinize cybersecurity at the board level. (Skipping security training could even jeopardize cyber insurance coverage in some cases, as insurers increasingly require evidence of company-wide awareness efforts.) For enterprise leaders, this is as much about protecting the business as it is about personal due diligence.
Finally, security teams should engage leadership in a two-way dialogue. Executives might not speak up if they find training content too technical or not aligned with their needs. By soliciting feedback, you can refine the approach, perhaps providing periodic threat updates tailored to the business context, or offering one-on-one sessions for top leaders with a security expert (like the CISO) to ask questions in a confidential setting. Encouraging questions and even allowing leaders to admit what they don’t know can break down ego barriers. It’s important to foster an environment where no one feels foolish for needing clarification on a security topic. When leaders are comfortable acknowledging their own learning curve, it sets a tone that continuous learning is part of the culture.
The good news is that when leadership does get on board, the benefits are tangible. Organizations see stronger compliance and fewer incidents when training is truly enterprise-wide. In a global survey, 89% of leaders reported improvements in their security posture after implementing security awareness training programs. And when senior managers actively support these programs, employees tend to view them more positively and engage more fully. In short, making security awareness inclusive of leadership pays off by reducing risk across the board.
Cybersecurity is often said to be a team sport, everyone in the organization has a part to play in defending against threats. But as with any team, effective defense starts with strong leadership. When leaders champion cybersecurity culture and personally invest in awareness training, they send an unambiguous signal that security matters everywhere, from the boardroom to the break room. This top-driven commitment creates an environment where best practices flourish and risky behaviors are minimized.
For HR professionals and CISOs, working closely with business owners and executives to promote this culture is key. It means creating programs that resonate with leadership and showing the ROI of an aware workforce (such as the oft-cited statistic that comprehensive security training can reduce security incident risk by as much as 70%). It also means reminding everyone that learning about cybersecurity is a continuous journey, even the savviest leader must stay updated on evolving threats and mitigation strategies.
In the end, cybersecurity culture truly “starts at the top” in both philosophy and practice. Leaders who stay educated on cyber risks, uphold security policies, and empower their people to do the same will cultivate a resilient organization. They are not only protecting their company’s data and assets, but also setting an example that security is woven into the fabric of the business. In today’s threat landscape, that kind of leadership is not optional, it’s essential. By embracing awareness training and leading by example, executives and managers become the driving force behind a culture where security is everyone’s responsibility, and that culture is the best defense an organization can have.
Cybersecurity culture is the shared mindset and behaviors within an organization that prioritize protecting digital assets. It’s vital because 82% of breaches involve human error, making awareness and good habits essential across all levels.
Executives are prime targets for sophisticated attacks like whaling and business email compromise. Their authority and access make them high-value targets, and without training, they may be less equipped to recognize and prevent such threats.
When leaders actively participate in and promote cybersecurity, they set a tone that security is a priority. This top-down commitment encourages employees to follow policies, engage in training, and integrate security into daily work.
Exempting leaders creates a dangerous gap in defenses, as attackers may exploit their lack of awareness. It also undermines a culture of accountability and can increase the organization’s risk of costly breaches.
Companies can tailor executive training to be time-efficient and relevant, hold leaders accountable for participation, and frame it as essential professional development tied to business risk management and regulatory expectations.
