Connect with someone at the company that you know is accountable or responsible for a particular scoped element within your managed system. This is a person you rarely talk to. This is a person you haven't made much of an effort to connect with. If possible, plan for a lunch and talk more about them than work.
WEEK 2 · GOVERNANCE
Connect with People
before Monday is over
Friday Follow-Up
The Conversation You Almost Skipped
You've had the week. Let's talk about whether you made the connection — and what happened if you did.
MondayMove gives you one concrete action every Monday. FridayFollowUp closes the loop.
Each Friday, a short dispatch on what practitioners actually found when they ran the week's move: where they got stuck, what surprised them, and what to do next. Not sanitized case studies. Field notes. Practitioner to practitioner.
Monday's move was simple but not easy: find someone at your company who is accountable for a scoped element inside your managed system. Someone you rarely talk to, someone you haven't made much effort to connect with. Reach out before Monday was over. If possible, take them to lunch, and make the conversation more about them than about work.
You've had the week. Let's talk about what happened.
Not a checklist of what you were supposed to learn. Not a framework for stakeholder management. Just an honest check-in on what actually happened when you tried to have a real conversation with someone on the other side of your org chart.
Did you make the connection? Here's what I want to know:
On getting started:
Did you reach out, or did the week happen to it? Was finding the right person harder than you expected, or did you know immediately who it should be? Did you go for lunch, a call, or something else?
On the conversation:
How much of it was actually about them vs. about work? Did they bring up something you hadn't considered from their side? Was there a moment where you realized you'd been thinking about their area incorrectly?
On what you learned:
What did you find out about their role that surprised you? Did they have a pressure point or concern you weren't aware of? Did anything they said change how you think about your managed system?
On the relationship:
Had you been avoiding this person, or just never prioritized them? Did you leave with a clearer picture of how their work connects to yours? Would you reach out to them again in the next 30 days for something work-related?
On the uncomfortable part:
Did they mention friction that security has been creating for them that you weren't aware of? Did you find out that a decision your team made had downstream effects on their work? Is there a gap in ownership or accountability the conversation surfaced?
On changing the habit:
How many people like this exist in your organization -- people accountable for something you depend on who you rarely talk to? Does this feel like a one-time thing, or something worth building into a rhythm?
Drop your answers in the comments -- no names needed, no specifics required. What I care about is what the conversation surfaced that the org chart never would have.
And if you didn't make the connection this week, that's worth saying too. What got in the way? A calendar that wouldn't open up, uncertainty about who the right person was, or something harder to name? Where it stalls says something real about how relationships get prioritized in security work.
No correct answers. Practitioner-to-practitioner. The more honest, the more useful for everyone showing up on Monday.
See you then.
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