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What comes to mind when you hear the word ‘hacker’? The originally described term computer enthusiasts who explored the boundaries of technology in the 1950s and 1960s. That only happened in the 1980s new laws and sensational representations in media and culture make it synonymous with cybercrime. But that was almost half a century ago.
Illuminated governments and companies have now separated the act from the stigma and are benefiting from the technical expertise and fresh perspective of ethical hackers. They are right to use that. When a teenager discovers a vulnerability that could bring down a billion-dollar company – and chooses to report it ethically – lessons can be learned.
The best hackers master what I call the “hacker mindset.” It’s a relentless commitment to curiosity, vision, transparency, and shaping the world – despite perceived boundaries. Many of the best leaders I have met in my career also embody these qualities, which come together as a fearlessness to disrupt the status quo. Sometimes the best leaders Are hackers.
Take the story of Anand Prakash, an ethical hacker who turned his passion into a successful cybersecurity startup, PingSafe. Prakash discovered gaps in the way organizations approached security through his hacking experiences and shifted his focus to building a solution to these challenges. This year he sold his company to SentinelOne amount of 100 million dollars. Also founded by a hacker earlier this year Sublime security increased $20 million to redefine email security in the cloud. Hackers have increasingly become business builders: companies like ProjectDiscovery, Hadrian, Ethiack, Detectify and Assetnote are examples of a trend of ‘hackerprenuerism’. These founders also highlight how the characteristics of a successful hacker complement the qualities needed to lead organizations in an increasingly competitive and dynamic marketplace. Here’s what I learned about leadership from these hackers.
Where others see something broken, find opportunity
Hackers naturally have the ability to look beyond the obvious to discover what is hidden. They use their ingenuity and ingenuity to tackle threats and anticipate future risks. And most importantly, they aren’t afraid to break things to make them better. Likewise, when leading an organization, you are often faced with problems that seem insurmountable from the outside. You must face challenges that threaten your internal culture or your product roadmap, and it is up to you to determine the right path to progress. This is the most critical time to find those hidden opportunities to strengthen your organization and remain fearless in your decisions towards a stronger path.
Take IBM as an example. When you are faced with stiff competition and staring down A quarterly loss of $8 billion In the early 1990s, the company broke away from its original hardware focus and focused heavily on software and information technology. That decision led to today’s healthy position in the S&P 500 – well ahead of former competitors who were unwilling to take risk.
Embrace transparency over obfuscation and feedback over ego
Look at any disagreements within the hacker community and you’ll notice that most complaints are voiced in very public forums. This healthy tension creates strong accountability within the cybersecurity ecosystem. As organizations grow, many struggle with strong ownership and transparency. The flow of information often becomes isolated and suppressed by bureaucracy and hierarchy. While some information is delicate and should be treated as such, maximizing the way teams share knowledge and insights helps organizations build internal trust and jointly solve complex problems.
Leaders must remove ego and cultivate open communication within their organizations. At HackerOne, we build accountability through company-wide weekly Ask Me Anything (AMA) sessions to share organizational knowledge, ask tough questions about the business, and encourage employees to openly share their perspectives without fear of retaliation. These channels build a united front of trust – across departments and with leadership.
Encourage an obsessive vision as it builds a better world
Most hackers are self-taught enthusiasts. They are young and without formal cybersecurity training and are driven by a passion for their profession. Internal drive drives them to continue their search for what others are missing. If there is a way to see the holes, they will find them. The same can be said about the best leaders I’ve met in my career, and the public figures we all know have shaped the tech industry.
Every great invention, project or program has fostered unity and propelled the workforce toward a better future. There is an innate and stronger motivation when your culture evolves toward a mission that is bigger than the products you sell. It is the leader’s mandate to always ask, “What is this all for? What is your team, department and workforce building towards?”
Steve Jobs’ unwavering vision for the iPhone required his team to think outside the box. His determination built a product that reimagined how we all communicate and interact with the people and places around us.
So the next time you’re looking for inspiration, don’t overlook unlikely sources, because sometimes that’s where the most valuable insights lie. With dedication, just like a hacker, you also build a more resilient company and tomorrow.
Chris Evans is CISO and Chief Hacking Officer at HackerOne.
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