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The purpose of the IT Leaders Council is to bring together IT Directors and Managers for leadership training, educational content from guest speakers, and peer discussions in a vendor-free, collaborative environment. IT Leaders Councils are currently offered in Indianapolis, IN and Columbus, OH, with more cities coming soon!
00;00;00;09 - 00;00;20;24
Elias Oxendine IV
Elias Oxendine. Welcome to you guys here at yum. Almost feels like a nice family reunion because I see so many familiar faces from my days and times here within Louisville. And so I am the chief information security officer. And so a little bit about me and my background. So I've got how are you going to keep me in a box or can I walk with you just in the front.
00;00;20;24 - 00;00;42;14
Elias Oxendine IV
You got it okay. Got it, got okay. Got it. And so I'm a walker and so but I've got approximately 30 years in this space. And so the origin for me started. I did 11 years in the Navy as an intelligence officer would have focused on cyber security. So two aircraft carriers a little bit some submarine. Right. So I had a good time, you know, and Uncle Sam for that time frame.
00;00;42;16 - 00;01;01;10
Elias Oxendine IV
After that I did a brief stint. I went from cyber and it I went into marketing, I went to work for Kraft Foods as a marketer. I was the associate brand manager for Kraft's Cheez Whiz product. Right. So my mantra has been, if there's anything in life, I'm not going to sit on the sideline and say, what a could have, shut up.
00;01;01;12 - 00;01;16;29
Elias Oxendine IV
I'm going to try it now. How in the world I got to Kraft? That's a long story. That's a different conversation. That's probably over happy hour in drinks. I guarantee you you will laugh your butts off on that one. Right. So. So what? You've heard that, however, after Kraft, I then had the opportunity to come to Louisville. Right?
00;01;16;29 - 00;01;37;21
Elias Oxendine IV
So the marketing job was interesting for me, but it's not what I want to do. So I won't say it was a bad experience, but it certainly told me what I did not want to do. Now, I'm originally from Georgia, so I have been skin. That Kraft role was in Chicago. The Chicago winters told my wife, look, the next job, is it probably cyber anything south of Chicago?
00;01;37;21 - 00;01;56;21
Elias Oxendine IV
I don't care what it is, we're out of here. And fortunately, GE came calling. And so that's what brought us to Louisville. So being here told almost 18 years, nine years with GE appliances. See so many folks in that room. I then went to spend time at Brown-Forman leading their, global security program. So I am contributing to your depletions.
00;01;56;23 - 00;02;11;06
Elias Oxendine IV
Right. And with Jack and Woodford. And then I've been here with yum for approximately three and a half years. So me, four years, I kind of come to you. Right. So as Doug and I are talking about this topic, he's like, well, I really want to have you come into the group and talk, right? And he's like, well, what do you wanna talk about?
00;02;11;06 - 00;02;28;01
Elias Oxendine IV
I was like, hell, I don't know, Doug. I mean, what do you mean? There's so many things we could talk about, right? And so I said, all I can tell you is I got a lot going on right now within my job. The investing me the hell out right that I'm trying to figure out. How do I navigate, how do I manage this.
00;02;28;03 - 00;02;51;00
Elias Oxendine IV
And from that conversation, we're like, that's it. Driving in a tech tornado, right. How do you navigate that person resiliency a mix it change. Right. So I know some of you were coming in thinking, hey Elijah, this is great. You got a packed room. You're coming in like glasses. Don't give us the goods. You're going to give us the Holy Grail, all these answers and how the hell we're going to make this delicious crack, this Coke.
00;02;51;03 - 00;03;13;16
Elias Oxendine IV
No, I have a sponsor. Where I am going to share with you are things that you guys already know. Some of you do today, some of you will probably start after this session, right? But I'm not going to tell you anything different when we talk about that personally. Personal resiliency. These are things that you are in control of and can use to actually help you navigate throughout this tech tornado.
00;03;13;16 - 00;03;34;29
Elias Oxendine IV
Right. And so that's what I'm going to share with you today. And so Peter Drucker and Ryan, thank you for this. Peter Drucker, one of his books talks about stress. So when you're feeling stress in your life, that is life trying to teach you a lesson. It is pushing you a certain direction. Hey, you need to learn this lesson where most of us fail is we missed a lesson, you know, like here to it.
00;03;34;29 - 00;03;59;16
Elias Oxendine IV
Right. And so but today we're going to talk a little bit about stress. But I'm going to share with you something that will help you, I think navigate through this tornado and maintain your sanity. Right. So I came up with an acronym. There's seven things. It is called camp BMC. Now camp is rather easy and straightforward. The BMC piece.
00;03;59;18 - 00;04;15;12
Elias Oxendine IV
Hey, I had three layers left. I couldn't get that creative. I told you I didn't do well in marketing, so you're not gonna get a lot from that perspective, right? So I came up with something, you know, BMC. So it is what it is, right? And so but I will make this material with everyone after this fact. Right.
00;04;15;12 - 00;04;42;07
Elias Oxendine IV
So you can have the for reference in these things. Right. So the first thing see starting with camp this is that continuous learning and developing your skills. Right. If you think about whatever tornado, whatever situation that you're facing, what got you to your current position today won't get you to where you need to be. Right? So one of the things that we all have to do is make sure that we're advancing ourselves by being that continuous learner, right?
00;04;42;09 - 00;04;59;02
Elias Oxendine IV
I, for one, I don't read books. I listen to them, but I don't read them often. You know what you told me about that, right? So but I will listen to them. But you got to have this appetite to want to go in and continuously learn. Right now, there are a couple ways in which people can learn. It could be through books.
00;04;59;02 - 00;05;21;14
Elias Oxendine IV
It can be through relationships. It can be through events like this. Right. So but you have to be that continuous learner to make sure you stay sharp and correct on what you're trying to work. Navigate through, stay informed on industry trends. Right? So everyone should read about Genii, right. All right. I'm going to you guys looking at that planning in that space to quote a couple of hands.
00;05;21;14 - 00;05;43;06
Elias Oxendine IV
Right. Okay. How are you learning about it. You go to various podcasts, blogs etc. and those kind of things. Right? So you got to make sure that you stay connected on the latest industry trends so that you stay current. Right. Proactive skill development. This is one where, like I said before, what got you here will not get you there.
00;05;43;08 - 00;06;03;13
Elias Oxendine IV
I think as we got into the meeting here, you know, Doug asked who was looking for their next, you know, opportunity. Right. And what very much happens in your case is that as you're trying to explore different opportunities and these kind of things, you're often what define you have to be proactive with developing that skill set. So what that does is it opens additional opportunities become available to you in that regard.
00;06;03;13 - 00;06;24;23
Elias Oxendine IV
Right. So the first one is see continuous learning and developing skills. All right. Good. Yep. All right I got to use these notes because there's a lot here. And I'm gonna have my you're going to see me do this back and forth. These glasses these are bifocals. And Rick telling me but my wife tells me on you a adaptability in the face of change.
00;06;24;25 - 00;06;52;28
Elias Oxendine IV
Okay, really think about some of the things you're currently going through, what you may be experiencing. Right? This is always talking about based on how technology changes it, the way that it does at the speed that it does. Let's be honest, being in it for us as professionals, this is a tough space to be in, right? We got impressing deadlines, unrealistic expectations set in for us and then just trying to keep up with the pace of what's happening, you know, out in technology itself.
00;06;53;00 - 00;07;11;05
Elias Oxendine IV
So you have to have the right mindset in growth. When we start talking about this. Right. And this is why the first step to doing this is you have to have a growth mindset, right? A lot of times folks will get into a situation. We get so focused on the problem itself and was like, I can't get past it, right.
00;07;11;05 - 00;07;29;04
Elias Oxendine IV
I think you're a is saying, hey, how am I staying up at night thinking about these things? I think about this one particular problem. You have to turn around and employ a growth mindset to say, see it opportunity for what it is that challenge. As for what it is, it's an opportunity to get better. Jocko Willink he's retired.
00;07;29;04 - 00;07;50;03
Elias Oxendine IV
Navy Seal is motivated. Speaker in one of his talks on YouTube. He takes any challenge that he faces. If he doesn't get it, he says, good, I didn't get the budget. I want it good. I got build my strategy and go a stronger approach. I didn't get the job promotion that I want. Good time to get better, what skills I need to go after.
00;07;50;05 - 00;08;10;23
Elias Oxendine IV
So we start thinking about that adaptability of change and how had a growth mindset. That is a key way in which you go about and doing that. Got to take that and got to embrace that, right? If you don't, if you have a closed mindset, you're not going to continue to progress in your career. For me, one of the reasons why I think I've been successful is as well, how came so successful?
00;08;10;23 - 00;08;29;24
Elias Oxendine IV
I got Galle and a couple of others here by black. You got some work to do brother, that you know. So but one of the things I think that's allowed me to progress through my career has been that growth mindset, not being just stuck on a problem. But yes, how do we solve it? Right. Let's take this opportunity.
00;08;29;24 - 00;08;51;27
Elias Oxendine IV
Let's get better. Let's move forward. Don't fixate on that. With this adaptability change, you also have to change your approach, right? So some of us who grew up in the waterfall project days, right. Use that very sequential linear, all those kind of things. Right. In today's world that doesn't work. You have to adapt to more of an agile type of approach, and you put it on your slide rather do agile.
00;08;51;29 - 00;09;13;09
Elias Oxendine IV
You put that up. I lapse like this, Tom. Know what I'm talking about, right? But you have to change that. You approach. You cannot keep that traditional way of doing things right. You need to adapt to more things that are flexible, breaking that work down into small chunks so that when that change happens, it's not where, oh my goodness, I gotta go back and change this whole project point.
00;09;13;11 - 00;09;31;28
Elias Oxendine IV
I now have this smaller piece that have to focus on right. And so put it in manageable pieces, but also change your approach. You want to be more agile. Don't be rigid. Have that growth mindset right. Don't be like I've always done it this way. And you know, that's the biggest thing that starts a lot of conversations. That means we've always done it this way, right?
00;09;31;28 - 00;09;52;07
Elias Oxendine IV
And the reaction is, okay, I need you out the right. We need people to have growth mindset. So that is hey okay. See hey coming in to m manage stress and burnout. Who in hell in this room is not stressed the hell out. Show of hands. You're not stressed.
00;09;52;09 - 00;09;54;25
No network bringing in.
00;09;54;28 - 00;10;18;21
Elias Oxendine IV
Okay, okay, I'll come back to you on that. Right. So for the rest of us that are stressed and try to do it, that's okay. You need to. Right? I think doing this and you write a book, a lot of us you think about this is one that I particularly struggle with a lot. Right. And once again, you think about, for those of us in a profession, the demands of the job, the workload in these kind of things, managing stress is one of those things that's really tough to do, right.
00;10;18;21 - 00;10;40;29
Elias Oxendine IV
But a couple ways you can go about trying to manage that stress. One is it took me a while, I learned this is actually learning to block of time on your calendar and prioritize the work. I don't know about you. All my days consist of probably seven, you know, in the mornings, 8 to 8 p.m. at night, nothing but meetings when I get to work, but I don't.
00;10;41;01 - 00;10;59;09
Elias Oxendine IV
I wait while I do get it done, but it impacts my quality time. Would my fate right? And so you run into this, that perpetual cycle of doing that, you got to learn how to block off time on your calendar. And I took one of my mentor, the Jean, sell me to give me a block of time on your calendar to do the work so you don't do the work when it impacts all your family time.
00;10;59;09 - 00;11;22;16
Elias Oxendine IV
Right? And those things very big. And for me, got it. Okay. Realistic expectations. We've all been in situations where someone comes back as, hey, I need this, I need it now. We in it or traditionally people pleasers, right? We want to say yes to everything. Hey, I know you said you need a month to do this and get this to me next week, right?
00;11;22;19 - 00;11;38;17
Elias Oxendine IV
Yeah, yeah, I can do. I can do that. I can do that. Really. Right. So a lot of some of that pressure we put on, it's self-induced and it's self-inflicted. Sometimes we got to exercise that courage and push back and say, hey, set that expectation right. But don't let it get to be unrealistic to where you can't manage it.
00;11;38;18 - 00;11;57;03
Elias Oxendine IV
You can't do do it. If you continue to find yourself in situations where you have that stress and you know you are allowing it to fester, therefore that contributes to your burnout. So when I talk about personal resiliency, everything that I'm sharing with you all doing, of course, these seven things, these are things that you all we all control, right?
00;11;57;03 - 00;12;16;17
Elias Oxendine IV
To get this back, you know, you know, under control, right? You do not have to live in that chaos. I didn't say that in the beginning. This is where you take control and manage what your world, your life looks like, right? A lot of what you were talking about earlier, and yeah, his situation, his conversation, his pitch to where you don't want to have those 15 questions come back to you and haunt you.
00;12;16;19 - 00;12;29;07
Elias Oxendine IV
Okay. Promoting work life balance. Oh, I'm really bad at this. Right. So once again, it's talking about how do you manage that stress in the program. So so what do you do. You said you're not stressed out. You know you work really hard at it. Talk to us. What do you do.
00;12;29;09 - 00;12;55;11
How do you manage I do processing for internal care and or it's based on top of that. So I, I do get stressed understanding about shortening everything now. But exactly does that you have to lock up the time. I already figure out is this really that important. And but talk for a minute right. You're out. What do chytrid recording astrocytes do you risk mantra involved.
00;12;55;16 - 00;13;14;11
Well sure I record what it actually bonding. Be right out no address that was led though and I I take I find that myself to breathe and let it go. Well doesn't work with that. No. But does it work? Well, so that's that I'm really stick in my past spring being stress and I refuse to do that again.
00;13;14;11 - 00;13;32;28
Elias Oxendine IV
Oh nice work strategy anymore. Absolutely. And that's a point. There is. You don't let work control you when you say work is what you do, it's not going war. Right. And so but this is why that piece about man managing that work life balance is so important. And how do you go about that now? So for me, I'm bad at this.
00;13;33;00 - 00;13;48;15
Elias Oxendine IV
I don't do this. Well, I'm a workaholic by by the nature and trade up just that way. My wife has come to accept that my son is the one who brought in a kink, a winkle in the Kingston. Okay? I don't care what mom says. This ain't work for me any more of your time, right? it actually works out for me to do this.
00;13;48;15 - 00;14;10;16
Elias Oxendine IV
My coping mechanism was saying the higher I went up the leadership, I said it's a lifestyle, right? I'm compensated to be this way. I'm always on call, I'm always on clock and all these things. Right. But then I talk to some of my mentors with senior leaders just like, hey, that's not right. I haven't work life balance. I'm able to draw that line between, you know, work and then, you know, the personal.
00;14;10;19 - 00;14;27;29
Elias Oxendine IV
That was just a real it's a struggle for me. It still is a struggle to for this day. I'm glad you've kind of figured out how you've processed and done things, and you're absolutely correct. A lot of times where that stress comes in as well, we have a tendency to do the little small things first, and we take the big difficult things.
00;14;27;29 - 00;14;50;29
Elias Oxendine IV
We push them down the road. Right. And we're doing blast, right. You got to be disciplined enough to turn around and do a little bit to terrify. Got got. So that's M. So see a m talking about T. Promoting self-care right. So this is all around the thoughts process of taking schedule breaks. You know doing exercise and doing stress relief activities.
00;14;50;29 - 00;15;13;09
Elias Oxendine IV
Right. So I think there's an interesting statistic that said for an hour you should probably spend 50 minutes at the screen. It's tick two minutes. Get up and go walk around, take a break. Right. Anything beyond that point, it's just going to it's just you just spinning your wheels. Right. And those kind of things. Right. I will tell you, I've convinced myself to go with the best out right.
00;15;13;09 - 00;15;30;13
Elias Oxendine IV
I can work through lunch. I can almost work through dinner. I don't need, you know, drinks. Right? I can go, go, go until my body says, nah, wrong answer. Try again. Right. So. But you got to get into that habit or promote that self-care. Make sure you're getting those scheduled breaks in. In that regard, you have to do it.
00;15;30;15 - 00;15;47;16
Elias Oxendine IV
If you work on the team, your team is very supportive of each other. I would like to think that you got team members that care about you. That was saying, hey, you know what, man? You've been hitting it pretty hard. You know, you probably take some time off as opposed to saying, hey, I need this by tomorrow. Can you have it for me?
00;15;47;18 - 00;16;08;23
Elias Oxendine IV
Right. So you got to schedule those breaks, right? What, you maintain that time off, incorporate physical activity. If anybody knows me, I'm a gym rat, right? You know we're talking already, right? I'm an early riser. I'm up at the crack of dawn. You know, I turn around at Army commercial. I get more done before 8 a.m. for everybody else does that to me, right?
00;16;08;23 - 00;16;24;18
Elias Oxendine IV
Because I'm up at 330. Right? All cringed up from it. Oh, sorry. Oh, right. Transform it. Right. But but understand there's a reason why I do that. My time and I work at GE. I had a team in India. I would get up in early, check on a team in India for an hour, then go to the gym, give a workout it.
00;16;24;21 - 00;16;42;02
Elias Oxendine IV
But you got to get your workout it right. You the comment decide on the bowl on your side is about health, right? In these kinds of things, no one's going to do that for you. You have to prioritize health, right? So for me, I do it every day. I got a history of family health issues. So I got to work out or brothers don't die.
00;16;42;04 - 00;17;01;03
Elias Oxendine IV
Right. So I got to turn around and do that to make sure I survive. Right. So but you got to turn your physical activity, your exercise. You got to do that. That is a huge opportunity. It turns around the effects and the benefits of exercise and get stress. We know this. It works right. You got to prioritize your health into your health first.
00;17;01;03 - 00;17;16;15
Elias Oxendine IV
And for no one's going to do it for you. Right. You know, and like you say, I think one of your slides made a comment. Two of I wish I know my self-worth right. No one says I ever wish I would have spent more time at work in these kind of things. Right? Your health is your wealth. Your health is not allow you to live longer.
00;17;16;16 - 00;17;35;20
Elias Oxendine IV
Your life Tillable expectancy is possible. All right. And then stress relief, you know, techniques. Right. So these are things such as meditation. You know breathing exercises also as well to do what makes you calm, what makes you relax you. Right. So folks like listen music. Some people like listen books, gardening take a walk those kind of things. Right.
00;17;35;20 - 00;18;02;22
Elias Oxendine IV
So these are some of the things that you need to do once and to promote self-care. You've got to do it. No one's going to do that for you. I really mean that. Okay. That is P. That's camp. So that makes sense. Camp consolidating. You know, continuous learning still development adaptability to flex. to change. managing stress and burnout and then promoting self-care.
00;18;02;23 - 00;18;25;16
Elias Oxendine IV
So now we get to the other part. The BMC is just it's all jacked up. I just I tell you it is what it is. Right. So the first one, B, stands for building a supportive team culture. Right. This kind of what we're talking about just a few minutes ago a couple ways you can do that. Right. when you think about trying to navigate through this, you know, this stress or this technology tornado that you're in, you really got to have a really good team that's supportive.
00;18;25;16 - 00;18;47;09
Elias Oxendine IV
And how do you guys turn around and work together? Right. And so there are a couple of ways you can do that. There is talk things about about opening in foster community clear Communications, team building activities and then well, being centric, you know, so culture from this perspective, for me within my organizational, I try to meet with all my direct reports.
00;18;47;10 - 00;19;09;19
Elias Oxendine IV
I actually meet with them. I try to meet with their folks that support them. But in terms of trying to be very clear about what we're doing, you know, from a business standpoint, I talk about what strategy is, where we're headed, what we're doing. I do this for a reason, so the team understand where we're going, and I can ask questions about that by being clear that communication in that direction.
00;19;09;22 - 00;19;31;12
Elias Oxendine IV
This is where hopefully they will understand, you know what we're trying to do and where we're trying to go. I think that once they understand that, it then goes to this concept of building a support of your team culture. From that perspective, team building activities, you know, for example. And so when you have your team meetings, you all conduct your team building activities, the icebreakers, those kind of things.
00;19;31;14 - 00;19;50;07
Elias Oxendine IV
Yeah. One head nod. Yes. No. It's okay. You should. Right. By doing these kind of things, you're breaking down that wall and providing folks an opportunity to get to know each other a little bit back by forming that bond. That's how you start to improve that relationship. That communication gets better. And this is where you're now building that team.
00;19;50;07 - 00;20;09;00
Elias Oxendine IV
Support the type of community that takes place. This is that culture that we're talking about right. And then certainly that will be in culture. I will share with you in my team, we have that. But young takes that and makes that part of its culture. So here at young we have we have world dates. So in addition to the quarter you'll add one day in on calendar.
00;20;09;00 - 00;20;25;04
Elias Oxendine IV
And that is a little World day okay. And from that perspective I try to tell my team members whom do I know they don't. Doing well Carla, you may have some of this year. And they would say to me, I don't wanna see any meetings on a live work that in fact, I don't even want to see you green on teams on live work.
00;20;25;05 - 00;20;42;25
Elias Oxendine IV
Right now. The problem with that is they come back and misspeak right back to mix of lies. What are you doing right? Are you online looking for us? Don't worry about what I'm doing. So worrying about. Do you do do the right. Do you write? And those things? But you got to understand, you've got to, make sure you have that culture of well-being and you have to look out for each other.
00;20;42;26 - 00;20;58;00
Elias Oxendine IV
I'm not saying the team has to be a family. Hey, we're thinking in, you know, blood and these kind of things. No, but life is tough. And our professional career is what we do. And so you have to have this thing about looking out for each other and just body got to do it. No one person can do it by themselves.
00;20;58;03 - 00;21;12;25
Elias Oxendine IV
Period. You can't. You can try. Good luck. But your health will suffer. Your family will suffer. The life as a whole will suffer. Right? So that is be.
00;21;12;27 - 00;21;39;08
Elias Oxendine IV
M this is around mindfulness and emotional intelligence. And so has anyone been in a situation where, if y the within your team with another department that had a lot of, you know, conflict and just tough conversations, right. Anyone have a good example which are they use either mindfulness or emotional intelligence to work through a particular issue.
00;21;39;10 - 00;21;59;17
Elias Oxendine IV
No one. Come on everyone you meet. Somebody asked me to meet everyone at work. Everything is cool. No one's fighting you. It's not fighting with finance or these kind of things. Infrastructure in cyber. Garland knows this. We're we're we're neck and neck. We're in verse two portion of me staying right, trying to work through some things. No one's that those challenges I.
00;21;59;17 - 00;22;10;22
Thank you I pick brain everybody. Another tip for resolving. Yeah shootings working to down. You are going to be stuck fighting with each other until like.
00;22;10;25 - 00;22;12;15
Elias Oxendine IV
Try for 100 for.
00;22;12;18 - 00;22;46;05
Us. Tell me the chaos all nighter Boston. Sure. Also by me. And that's where I came in. Planes stand side to the pandemic, although diverse and brought them together on a budget to plan for our organization. And while that support that team. Because once you start blaming each other, there's something pain behind every time. Get that's where you need collaborating with them and bring them together on one table and resolve budgets.
00;22;46;07 - 00;23;05;01
Elias Oxendine IV
Yep. No. Absolutely. So this is where that mindfulness and emotional intelligence comes in. Right. So the mindfulness this one being aware and then non-judgmental and then the emotional intelligence having that I ability to know the situation to read it to hard so you can get it right. We can easily step into a conversation and throw a grenade into that room and just walk away.
00;23;05;01 - 00;23;22;12
Elias Oxendine IV
Let it go. Right? What good does that to solving the problem to relationships and those kind of things? It doesn't work. And so but you gotta work on having that. Yeah I you know that helps you to that situation. Now you personally don't have it. You to find someone for you go into that meeting, find someone who does right.
00;23;22;12 - 00;23;48;26
Elias Oxendine IV
And that way to ensure that everything will move forward and as peaceful you as hopefully as it can be. But you also want to find yourself develop that high ability so that when that conflict does arise, right, when you start to engage and I'll use, you know, Garland, you know, so he is you know, Garland in our infrastructure group and in cybersecurity, I've actually taken enough time to get to know him personally and know what he's trying to do with his role in these things.
00;23;48;26 - 00;24;10;08
Elias Oxendine IV
And in that regard. Right. Garland is also got a chance to know me as what also. But every time I step into a situation with Garland or anything else, his team, a mother told me, I got two ears. I got one mouth on post. Listen, more than a talk, I always seek to understand first before I go in and start making decisions or forming opinion on everything.
00;24;10;11 - 00;24;36;11
Elias Oxendine IV
Also as well to some situations, I try to be the last person to talk and you might have seen me in some calls. Someone asked a question. I'll be the first one. Chime is up. My feedback is don't be the first person to talk livestock, right? But you got to use that emotional intelligence to be able to connect with people, but also be mindful enough and aware enough to, like I said, always stop back, learn, listen first before you engage.
00;24;36;14 - 00;25;03;18
Elias Oxendine IV
Right. All right. Last and final one, crisis preparedness and incident response. Oh, yeah. Absolutely. Garland, you know, we were last year, January, about this time frame. Right. Okay. let's here's what we prepared. We got buried, but close a little bit. Okay. On that. Quite enough. Okay. Well, I'm glad you feel that way. I was I was shaking him up.
00;25;03;18 - 00;25;22;27
Elias Oxendine IV
Whoops. Everything. So last year runs on a theme. Our young had a ranch. We're in school. Right. So this is where I've been through a couple cybersecurity incidents my time, but nothing to that magnitude. And so when you're in this leadership position this goes to stress we're talking about earlier. And then you are this senior security. Gosh right.
00;25;22;29 - 00;25;42;11
Elias Oxendine IV
You have this crisis response team. And everyone stares. You said okay all right. Liars. What are we going to do right now? I got a physics degree. I'm an independent thinker. I do my best thinking I don't do well on my feet. You put me in a room. We solve a problem all day. I'll come back to you with the best answer.
00;25;42;14 - 00;25;59;08
Elias Oxendine IV
You put me in a lot of situations that. Hey, what are we going to do with this kind of things? I got two left feet. I'm stumbling and triple open herself. But the thing that kind of help when we had that incident was that we had an incident response plan. We got put one together and we had exercised it.
00;25;59;11 - 00;26;16;17
Elias Oxendine IV
Right. And so because we had done that exercise, when it actually incident happened, it wasn't so bad, right now, I was kind of like the duck on above the water. I'm calm and cool. Oh man, you handled that really well. I said, well, you see my legs on the water? You didn't see this tornado. It was going on internally.
00;26;16;24 - 00;26;35;20
Elias Oxendine IV
But I knew we had a plan which we're using to to exercise to make that happen. So you got to have a plan, right? That plan is going to allow you in that situation to be able to respond with level quickness and timeliness. Right. And so if you think about, once again, this tornado, everything we're dealing with, stuff happens all the time.
00;26;35;20 - 00;26;57;03
Elias Oxendine IV
There are cybersecurity incidents and if I can't even come in and plan my day, I can try to plan my day as soon as I get into the office or even before I get into the office. Bam, something's going on. What helps us get through that is we have a clean plan, helps us do that. Continuous improvement for that plan, but also to, risk mitigation, preparedness.
00;26;57;05 - 00;27;22;06
Elias Oxendine IV
This is kind of what was talking about as well. Also, there are some companies that do those PR, those tabletops we're talking about. And I will share with you, you want to actually test those out, right? A lot of folks who say, hey, I have a Dr. plan that's administrated, they check the box, the living through an incident and finding that that's not the time to start exercising the dog or do your plan right.
00;27;22;13 - 00;27;47;15
Elias Oxendine IV
There's certain things you can do upfront, that will help you reduce that that that risk, therefore, that you can, continue your plan, and not have a crazy reaction to it. Right. So, but see that final C is for that crisis preparedness and incident response. And so what I want to do entail in here is that what I've shared with you today, once again, I didn't bring anything to you that was very shattering.
00;27;47;15 - 00;28;07;28
Elias Oxendine IV
Anything you didn't do? No. Right. But it is about you having that discipline to be able to exercise and practice these things. And then what I would do subsequently at this meeting is certainly be sure to share that with you all. But I would say, just remember you have the acronym that's called camp BMC, right. And so that's something you can use for that.
00;28;07;28 - 00;28;27;08
Elias Oxendine IV
And once again, I'm sorry I wasn't fencing off. Like I said, I didn't do well at marketing. This is what it is. But these are things that are whole. Once again, as you go through and navigate and work in it, it's hard, right? No one can turn around and do what we do. But understand that chaos that you're dealing with, that technology tornado.
00;28;27;10 - 00;28;47;02
Elias Oxendine IV
This is why I put in that personal resilience, the way you work through that, that is clearly dependent upon each and every one of you, right? You don't let your life control you and all those kind of things. Right? So you can't control what happens to you, but you can control how you respond to it. Right? Those seven things I shared with you that can't BC is what I hope will help you navigate through that going forward.
00;28;47;05 - 00;28;49;09
Elias Oxendine IV
So all right, thanks for your time. And you.