Security Culture for Introverts

We always tell employees to verify emails that claim to be from the CEO. And for folks like Sally in Sales, that’s no problem. She’ll send an email, hop on a call, or even walk into the CEO’s office to double-check without a second thought.

But what about Terri the Technical Writer?

Terri is an introvert. A big one. She avoids the break room because even saying "Good morning!" feels like climbing a mountain. For her, reporting a suspicious email from the boss isn’t just awkward, it’s anxiety-inducing.

So how does someone like Terri fit into your security culture? More importantly, how can we create an inclusive security culture that empowers people like her without compromising on security best practices or increasing risk?

Why Introverts Matter in Security Culture

Terri isn’t the only one in the company who feels this way. Depending on the research you cite, 30% to 50% of the workforce identifies as introverted.

That means nearly half your company might quietly hesitate to report a suspicious email, call, or file. It’s not that they don’t know it’s risky (they probably do!), but they’re unsure how to speak up without drawing unwanted attention.

Introverts are often concentrated in fields like:

• Technical writing

• Engineering

• Design

• Legal

• Research

• Data science

• Finance

• Risk and compliance itself (!)

They’re thoughtful, detail-oriented, and often fantastic at spotting subtle threats. But they’re also more likely to:

• Avoid confrontation

• Second-guess themselves

• Assume “someone else will report it”

• Worry that asking a question will seem disruptive

In other words, your most observant employees may also be the least likely to speak up. And that’s where security culture intersects with workplace psychology.

Why Introverts May Hesitate to Report Security Concerns

It’s not about awareness. It’s about perceived social risk.

Terri isn’t worried about phishing. She’s worried about looking paranoid. Or bothering someone “important.” Or typing the wrong thing and making it weird.

This is where psychological safety in cybersecurity becomes essential.

Psychological safety is the belief that you won’t be embarrassed or penalized for speaking up, and it’s one of the strongest predictors of secure behavior. If your work environment isn’t fostering a sense of this safety, you have a problem. And you can’t fix that with another training module.

What Does Help?

Keep preaching the good word. Say it once. Say it twice. Say it in every onboarding session and every all-hands: “It’s okay to double-check.”

And for introverts like Terri? Give them the exact words. Scripts reduce friction. They make it easier to act securely without having to perform social acrobatics.

Here’s a script you can share with your team, so that Terri has options.

Five easy ways to double-check a suspicious message:

1. “Hi! Just confirming - did you mean to send this from your personal email?”

2. “This seemed a little unusual. Want me to run it by Finance to be sure?”

3. “Got this email and figured I’d check before clicking. Just in case!”

4. “This looks a little off…happy to follow up if it’s legit!”

5. “Wanted to be safe and make sure this really came from you!”

Additional Best Practices for Inclusive Security Reporting

1. Create “quiet” reporting channels

Give people discreet, low-pressure options to report security concerns:

• A dedicated Slack channel like #suspicious

• A simple intake form

• A forward-to email like security@yourcompany.com

The lower the social risk, the higher the response rate.

2. Normalize uncertainty in training

Add language like: “If it feels even a little off, that’s enough. You don’t need proof to ask.” This helps people feel safe speaking up, even when they’re unsure.

3. Celebrate low-stakes reporting

Highlight moments when someone reported something that turned out to be harmless. Example: “Shoutout to Maya for flagging that weird Zoom invite. Luckily it was nothing, but that’s the kind of habit we want.” This reframes "false alarms" as security culture wins.

4. Use anonymous scenarios in training

Present real reports without naming names: “Someone flagged a strange Slack message last week. It was a legit test phish, and they nailed it.” This helps model good behavior without creating fear.

5. Give managers supportive language

Equip managers to say:

• “You’ll never get in trouble for asking if something’s real.”

• “Even if it’s nothing, I’d rather know than not.”

When leaders make asking feel normal, people follow their lead.

Culture Over Compliance

Security isn’t just about what people know. It’s about what they feel safe doing in the moment something seems off. If your team knows that it’s okay to ask questions, they will. And when they do, you’ve got a culture that’s not just reacting to risk, but actively preventing it.

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