Board reporting validates programs and justifies resource allocation. Board reporting is a significant element of our jobs, and it's got to be delivered in a meaningful way.
Reporting Frequency
Executives should advocate for cadence matching their industry's risk profile. When company risk substantially impacts revenue or valuation, monthly updates are recommended. Some boards only meet quarterly, but if your risk profile warrants it, push for more frequent updates—even if it's just a written summary.
Metrics Selection
Establish board consensus on which metrics matter early. Don't assume you know what the board wants to see. Ask them. Have a conversation about what information would be most valuable to them in fulfilling their oversight responsibilities.
Present data with context and historical benchmarks rather than raw numbers alone. A number by itself doesn't mean anything. "We blocked 10,000 attacks this month" sounds impressive, but is that more or less than last month? More or less than the industry average? Context encourages informed questions.
Communication Style
Avoid technical jargon. The analysis should be written in plain English because you're talking to people who aren't technologists. They're business leaders, financial experts, industry veterans. They're smart people, but they don't speak our language.
Include glossary definitions and visuals when necessary. A well-designed chart can communicate more than a page of text. But make sure your visuals are clear and don't require a PhD in data science to interpret.
Content Coverage
Your board reports should cover:
- Attack trends and origins
- Vulnerability remediation statistics
- Employee phishing exercise results
- Business continuity testing outcomes
- Incident management data
- Third-party vendor risk assessments
Incident reporting demonstrates organizational risk management, often providing boards with revealing insights into monthly security posture. Don't hide incidents—use them as teaching moments that demonstrate your team's capability and the organization's resilience.
The Goal
Ultimately, board reporting is about building trust. You want the board to have confidence that you're managing risk appropriately. You want them to understand where you need resources and why. And you want them to be informed partners in your security program, not surprised bystanders when something goes wrong.
