This blog is an English translation of an article published in IT Watch on October 26, 2023.
Danish Version: Klumme: De bedste søger derhen, hvor deres faglighed skærpes
Training budgets and a culture where mistakes are welcome help to ensure ongoing development of both hard and soft skills among employees.
Throughout my many years in IT and security, I have been in crisis situations more than once. Crises occur. Mistakes happen. How well we solve them in the situation depends on technical skills. How much we learn from our mistakes depends on our willingness to admit we were wrong or didn't know better.
Creativity and openness raise the bar
I have experienced how brilliant solutions have arisen in different and unexpected constellations. In a culture that cultivates open, creative dialogue with constant sparring, employees are curious. Even when new and perhaps younger people join the team, the more experienced ones are not too nice to ask: How do you see it here? And what would you do differently?
ABOUT PER SILBERG HANSEN
Per Silberg Hansen, 49 years old. COO at Improsec with responsibility for the consulting and service part on the people and delivery side. Has a background from both the retail industry and the financial sector, most recently as CISO at Sydbank and before that from IT and governance roles at Bestseller and Ecco. Has worked with risk management, crisis management, IT security and governance at operational, tactical and strategic level. Per lives in Kolding with his family.
Instead of closing in on itself, the organization must continuously challenge its own approach. New angles and new knowledge can be exactly the creative means that make us lift and develop further. The culture must invite that.
Education budgets are an investment in quality and employees
Maintaining an expert position in a complex and specialized field such as IT security requires being able to attract and retain the best profiles on the market. And the employees must constantly acquire new skills, learn new methods and generally be at the forefront of developments. Employee development must be more than just empty platitudes. Time must be set aside and there must be budgets behind it.
In Improsec, where I have my day-to-day work, we prioritize a high amount available for training our consultants each year. Each consultant has a personal development budget, and we expect them to use it to improve their skills on an ongoing basis via certifications, courses, etc. Development is a duty and it attracts the right ambitious profiles who are motivated by continuing to be the best in their field.
Further development is therefore both an investment in being able to deliver high quality in our daily work, and in retaining the employees who must contribute to ensuring the quality of our work to improve IT security in the society around us.
Failure is only learning when there is psychological security
Even when we know and acknowledge that mistakes are learning, failing is still uncomfortable for most people. It takes courage to stand by one's crooked decisions or actions, and most people will find it vulnerable. But that vulnerability must not become a barrier. If we always emphasize only the nice version or have no tolerance for mistakes, it prevents learning and development.
A culture in which there is good psychological security also includes openness and honesty and is fundamental for good development - both for the company and especially for the individual. As an employee, you must be able to express yourself without fear of being pointed at or exhibited. In that security also arises the possibility to be inspired by others and to inspire others. It creates an environment where you dare to take chances and where there is courage and the will to be authentic and do things differently.
It is in the application of new knowledge that learning occurs and strengthens both the employee and the quality of our deliveries to our customers. The high level of technical competence we have is only possible because we constantly try to support an environment where there is room for learning and development. Continually.
It is my strong conviction that a focus on ongoing development and an inclusive culture is crucial for both attracting and retaining the absolute best profiles in the field.