Harnessing Ego to Drive Secure Behaviors: A Behavioral Science Approach to Security Culture Programs

According to the 2024 Data Breach Investigations Report by Ventures, 68% of breaches involved human error. Even with strong security technologies, hackers take advantage of human psychology—like overconfidence and the need for social approval—to trick employees into making mistakes. One key factor that shapes these behaviors is ego. If organizations understand how ego influences decision-making, they can build Security Behavior and Culture Programs (SBCP) that help employees make safer choices and reduce security risks.

In this blog, we’ll explore how ego affects cybersecurity, why it impacts employee decisions, and how companies can use it to improve security awareness programs.

What Is Ego and Why Does It Matter in Security?

Ego affects how people assess their own skills and make decisions. It shapes their confidence, willingness to learn, and response to feedback. In cybersecurity, understanding ego can help organizations shape security behaviors and create a culture where employees are motivated to follow best practices.

Understanding Ego

In psychology, ego is the part of the mind that balances personal desires, rational thinking, and social expectations. It shapes how individuals see themselves, their abilities, and their need for recognition.

Ego in the Workplace

At work, ego drives competitiveness, recognition-seeking, and the desire to feel valued. These traits influence how employees respond to cybersecurity measures.

Ego’s Impact on Cybersecurity

Ego influences security behavior in several ways:

Overconfidence – Employees may resist security training, believing they are already knowledgeable. Tversky & Kahneman's (1979) research on decision-making and risk perception introduced the overconfidence bias, where individuals overestimate their abilities. This cognitive bias makes employees dismiss cybersecurity risks or assume they won’t fall for attacks (Tversky & Kahneman, 1979).

Motivation for Competence – Employees are more likely to adopt secure behaviors when they feel a sense of achievement and mastery. Ryan & Deci's (2000) Self-Determination Theory (SDT) explains that people are naturally motivated by competence, autonomy, and social belonging. Organizations can use this to encourage cybersecurity engagement by framing security practices as opportunities for skill mastery and recognition (Ryan & Deci, 2000).

Fear of Judgment – Employees may avoid reporting security mistakes for fear of embarrassment or punishment. James Reason's (1990) research on human error and organizational culture highlights how a blame-based environment discourages individuals from admitting mistakes. In cybersecurity, this leads to employees failing to report incidents like phishing clicks or data mishandling (Reason, 1990).

Scientific Methods to Define and Leverage Ego

1. Defining Ego in the Workplace

To improve cybersecurity behavior, organizations need to understand how ego shapes decision-making. Several psychological frameworks explain its impact on security awareness and compliance.

• Freudian Theory – The ego balances personal desires (id) and workplace rules (superego), influencing how employees react to security policies (Freud, 1923).
• Self-Determination Theory (SDT) – Employees are more engaged in security training when they feel competent and recognized (Ryan & Deci, 2000).
• Behavioral Economics – Overconfidence bias makes employees believe they won’t fall for phishing attacks, while fear of losing familiar habits makes them resist security changes (Kahneman & Tversky, 1979).

• Self-Assessment Surveys – Tools to measure employees’ confidence, need for recognition, and openness to feedback (Hinkin, 1998).
• Behavioral Observations – Tracking training participation, security incident reporting, and resistance to feedback helps identify ego-driven behaviors. Fear of blame discourages reporting mistakes, so creating a supportive and blame-free security culture is essential (Reason, 1990).

By measuring and leveraging ego, organizations can align security initiatives with employees’ motivations, leading to stronger security engagement.

2. Leveraging Ego to Drive Secure Behaviors

Organizations can use behavioral science principles to align security initiatives with employees' natural motivations. By appealing to the ego in positive ways, security behaviors become more engaging and rewarding.

A. Reward Secure Actions (Positive Reinforcement)

• Concept: Recognizing and rewarding secure behaviors strengthens employees' sense of achievement. (Skinner, 1953).
• Example: Publicly acknowledge employees who report phishing attempts or complete training.
• Actionable Tip: Feature top performers in company newsletters or internal platforms with messages like, “Jane’s quick thinking stopped a phishing attempt—great job, Jane!”

B. Use Confidence-Based Messaging (Framing Effects)

• Concept: Frame security behaviors as signs of expertise and professionalism rather than fear-based warnings. (Tversky & Kahneman, 1981).
• Example: Instead of saying, “Don’t fall for phishing,” use “Spotting phishing emails shows your cybersecurity skills!”

C. Encourage Social Influence (Social Proof)

• Concept: Employees are more likely to follow security practices when they see their peers doing the same.
• Example: Highlight participation rates, such as “90% of employees completed security training—join the majority in keeping our organization safe.”

D. Add Competition and Fun (Gamification & Leaderboards)

• Concept: Use competition and recognition to motivate secure behaviors.
• Example: Create a leaderboard for phishing simulations or security training with titles like “Top 10 Cyber Heroes of the Month” and offer rewards such as certificates or small prizes

E. Personalize Security Messages

• Concept: Tailor security messages to employees' roles and responsibilities to make them more relevant.
• Example: For sales teams: “As a key member handling sensitive client data, your secure behavior protects our customers’ trust.”

Ego-driven motivators make security practices more engaging, boosting employee recognition, confidence, and responsibility for protecting company data.

How Ego-Driven Strategies Improve Security Engagement: Examples

To see how ego-driven strategies can encourage secure behaviors, let’s walk through some illustrative workplace examples:

1. Recognizing Achievements: Making Security a Status Symbol

Let’s imagine Sarah, a project manager at a growing tech company. One morning, she receives an email that looks like an urgent request from the CFO to approve a wire transfer. Instead of rushing to process it, she trusts her instincts and reports the email as suspicious.

Later that day, the company’s security team posts on the internal platform:

Sarah feels valued for her vigilance, and her peers are encouraged to stay alert, knowing that reporting threats can earn them recognition too.

2. Gamification with Leaderboards: Turning Security into a Friendly Competition

Now, picture John, a competitive sales executive who thrives on challenges. To boost security awareness, the company launches a cybersecurity leaderboard where employees earn points for actions like reporting phishing emails, completing security challenges, and passing training quizzes.

Leaderboard Update: John is in the top 5 for phishing detection this month. Who’s next to climb the ranks?

A small reward—like a digital badge, a coffee voucher, or priority parking—keeps employees engaged, making security a game rather than an obligation.

3. Framing Expertise: Positioning Security as a Leadership Skill

Karen, a senior HR manager, skips security training, assuming it’s only necessary for entry-level employees. Instead of forcing participation, the company reframes the training to highlight its strategic value:

Now, Karen sees security training as part of her leadership responsibilities, making her more likely to engage.

Key Takeaway

These examples show how aligning security initiatives with employees’ desire for recognition, competition, and expertise can make cybersecurity more engaging, rewarding, and naturally integrated into daily work.

Measuring the Success of Ego-Driven Security Strategies

To ensure ego-driven interventions improve security behaviors, organizations must track their impact and refine their approach.

1. Define Success Metrics

Behavioral: Track phishing reports and security training completion rates.

Cultural: Use engagement surveys to measure employee motivation and perception of security behaviors.

2. A/B Testing for Optimization

A/B testing helps organizations compare security strategies to see what works best. For example:

• Public Recognition vs. Private Rewards – Does public praise encourage more participation than private incentives?
• Gamification vs. Traditional Training – Research shows competition boosts engagement and learning retention (Deterding et al., 2011), but A/B testing can confirm its effectiveness in your organization.

By measuring employee responses, organizations can make data-driven decisions to optimize security engagement.

3. Analyze & Improve

• Use analytics to track participation trends and link behavior changes to interventions.
• Gather employee feedback to refine strategies for better engagement

By continuously evaluating and adjusting strategies, organizations can create a security culture where recognition and motivation drive secure behaviors.

For a deeper dive into creating a security-conscious corporate culture, check out Building a Security-Conscious Corporate Culture: A Roadmap for Success.

Empowering Security Through Ego-Driven Strategies

Ego is a powerful force that, when used correctly, can motivate employees to adopt secure behaviors and build a strong security culture. By applying behavioral science principles, organizations can shape their Security Behavior and Culture Programs into initiatives that not only reduce cyber risks but also make employees feel valued and engaged.

This approach isn’t about manipulation—it’s about aligning employees’ natural motivations with security goals. When people feel recognized, appreciated, and empowered, secure behavior becomes second nature, helping create a workforce that actively protects against cyber threats.

Check out the Keepnet Human Risk Management Platform to see how you can build your Security Behavior and Culture Programs through ego-driven strategies.