The purpose of this study was to gain an understanding of how middle managers influence ISPC behaviors in the U.S. financial industry. The study was designed as an exploratory qualitative inquiry utilizing semi-structured interviews to obtain lived experiences, observations, and perceptions of how middle managers influence ISPC behaviors. The targeted population was the professionals working in the U.S. financial industry for at least 10 years using technology for critical business processes and tasked with following the policies and processes developed to meet regulatory requirements and protect data. The sample included participants from three hierarchical levels: executive, middle management, and non-management, with five in each group. The 15 participants were in eight different states and represented 11 organizations within the U.S. financial sector. Data collected from the interviews were analyzed utilizing manual and software aided thematic coding. Software assisted analysis was also used to compare the responses from the different hierarchical levels. The results of the analysis confirmed the core assumption that middle managers influence ISPC; however, their activities are not clearly defined. The executives and non-manager participants perceived the middle manager to be doing more than what the middle manager felt they were responsible for. Middle managers indicated they needed monitoring tools, so they could do more than policing compliance behaviors. Another finding indicated that middle managers struggle with production requirements versus protection requirements. Lastly, all levels felt that specialized training would benefit the middle manager and perhaps improve their influence on ISPC behaviors.