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Thank you to the 1,400 leaders who’ve generously done the 7 questions!
I hope reading
7 Questions with Norman Kromberg
helps you in your leadership.
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Cheers,
Jonno White
7 Questions with Norman Kromberg
Name: Norman Kromberg
Current title: Vice President Information Security / CISO
Current organisation: SouthernCarlson, a Kyocera Company
Norman Kromberg has over 30 years of experience in security, technology audit, controls, governance, risk management, quality and compliance. He has helped companies of various sizes implement effective and efficient technology control management processes. Currently Norm is the Vice President Information Security / CISO for SouthernCarlson, a Kyocera Company. In this role Norm leads the development and implementation of a comprehensive information security program aligned with the business objectives.
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1. What have you found most challenging as a CEO or executive of a large enterprise?
The most challenging is the need to balance all aspects of business. Think of accounting to finance to HR to operations to IT to legal to security. The list can go on and on.
2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?
Much like others, I reach the executive level through the evolution of roles. I have specific subject matter knowledge that leads to leadership positions which complement other professionals with skills.
3. How do you structure your work days from waking up to going to sleep?
I have a specific daily ritual. It includes reading, working out, meditation, reviewing schedules, updating tasks and reflection.
4. What's the most recent significant leadership lesson you've learned?
Listening is very powerful. Note - active listening which includes reading.
5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?
The Contrarian's Guide to Leadership
6. How do you build leadership capacity in a large enterprise?
I follow the power of diversity. I respect that each person has strengths that can compliment another's weakness.
7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?
I have several. I would have to say when I was leading the response to an incident. I had to listen, be patient, but have a bias for action.