On Thursday's show, we speak with Russell Dalgleish. Russell is founding Managing Partner of the advisory group, Exolta Capital Partners and Founding Chairman Scottish Business Network, the global network supporting Scottish business leaders.
He is also regularly quoted in the 100 Most Influential Entrepreneurs in the UK.
We discuss why leaders and entrepreneurs focus should be on the market - and where does it sit. Change is inevitable, how do we embrace it and use it to our advantage. Finally as always, what are the 3 key Traits a successful leader must have.
Watch the Facebook Livestream by clicking here.
Tonight Graham speaks with Russell Dalgleish. Russell is Founding Managing Partner of the advisory group, Exolta Capital Partners and Founding Chairman Scottish Business Network, the global network supporting Scottish business leaders. He is also regularly quoted in the 100 Most Influential Entrepreneurs in the UK.
In his free time, he enjoys fitness and fitness coaching. Both in business and fitness, he has a drive to be better and encourage others to be their best. Throughout his career he has had to develop multitasking skills in order to be successful. Before he could become a great leader, he had to become the best version of himself by learning skills and honing in what he was good at. Its hard to be honest with oneself about what we are good and bad at. By distinguishing your strengths, you know what path is best for you.
After travelling the world, Russell changed his path to be closer to home. Yet, he has had the privilege of working with international leaders over the course of his career. He shares what he has seen in those people that he admires and tries to emulate.
Graham and Russell continue by discussing the changing business environment in relation to our current global health crisis. Russell shares his insights about the future of business and how companies are trying to stay afloat during this stressful time. Being able to adapt and adjust to change is what makes for a successful company. Focus your intention on the market and take advantage of the opportunities that arise, even in the face of adversity.
Russell discusses his upbringing and what from his childhood influenced his career choices. After discovering his passions and coping with some failure, he found his path through education and seizing job opportunities. Russell is especially grateful for the mentorship he received in his early career. That guidance and aid is something he carries into his management style today.
The two then discuss what other things inspire Russell’s work style. Engineering and innovation have always been important to Russell, he values creativity and problem solving in business. Almost as important is networking and connectivity. Being able to help those around you goes a long way, as it builds a network of resources that you can tap into when you need help in return. Russell is a big fan of LinkedIn for this reason.
He then encourages more people to take risks. Risk is often associated with pain and failure, yet there can be a lot of pay off if the risk works out.
To close the show, Russell lists the 3 traits he values most in a good leader. First, he notes that having goals gives you an upperhand. Knowing what drives you and what you want to achieve helps you to work harder toward said goal.
Russell then talks about his current business, Scottish Business Network. This company is a reflection of Russell’s values, connectivity and helping others.
Finally, he tells Graham what the 3 traits a leader needs most: honest, openness to opportunity, and bravery. He elaborates on each and emphasizes how important risk taking is to someone who wishes to be successful.
00:00:23.520 --> 00:00:34.230 Graham Dobbin: Welcome to the mind behind leadership on talk radio dot NYC with me. Graham Dobbin every week we speak to leaders from a broad range of disciplines big sport. What makes a great leader.
00:00:34.920 --> 00:00:45.930 Graham Dobbin: And how we build businesses and teams and be that influencer know I suppose one of the biggest challenges at the moment. And for any way that is uncertainty. There's always uncertainty in business.
00:00:46.530 --> 00:00:55.440 Graham Dobbin: But there's much more at the moment. And as we predicted last week when we spoke in the show, the fact that Google has drawn a line in the sand seeing their offices on open till July.
00:00:55.800 --> 00:01:03.120 Graham Dobbin: 2021 as bad as it makes sound seems have been given a little bit more certainty to businesses in New York. People know know
00:01:03.630 --> 00:01:10.950 Graham Dobbin: What they're going to be working with. So keeping a team agile I to deal with it and south, since it is a huge challenge.
00:01:11.250 --> 00:01:21.240 Graham Dobbin: But may come it's easier to some than others. Now, as I said, we're lucky enough to speak with leaders from all over the world, people who can give us insights and opinions.
00:01:21.660 --> 00:01:26.850 Graham Dobbin: And I can, I can assure you. Tonight's guest has definitely got opinions.
00:01:27.750 --> 00:01:43.500 Graham Dobbin: Working in different markets different time zones and with different cultures gives an instinctive creativity that some businesses lack and therefore I'm absolutely delighted to welcome Russell Dalglish as our guest this evening. Hi, Russell.
00:01:51.000 --> 00:01:58.770 Graham Dobbin: Hi, Beverly there Russell Yura. You're a little bit frozen. Well, I'll tell you what, let's just go into your background, because I think we should sit comfortably for this one.
00:01:59.820 --> 00:02:11.190 Graham Dobbin: Russell is a CDO Scottish Entrepreneur, investor strategist and innovator. He is enjoying the benefits of a highly successful international career in the technology sector.
00:02:11.550 --> 00:02:22.590 Graham Dobbin: And no focuses his efforts on supporting owners and boards of companies to device and implement growth strategies to create shareholder value in his early career. He has held
00:02:23.130 --> 00:02:32.910 Graham Dobbin: Board leadership positions with international companies achieving turnovers have more than $300 million I Cornelius of his focus now.
00:02:33.480 --> 00:02:46.530 Graham Dobbin: Our leadership, innovation, entrepreneurship and strategic thinking is a regular speaker at events on leadership in business and I've spoken at conferences from Los Angeles to Abu Dhabi.
00:02:46.890 --> 00:03:01.500 Graham Dobbin: So Russell is the Managing the founding managing partner of the Advisory Group X solter capital partners who are based in Edinburgh and is the founding chairman of the Scottish Business Network global network supporting Scottish business leaders.
00:03:02.730 --> 00:03:15.750 Graham Dobbin: And some of the other things he's done, he's regularly named in the list of 100 most influential British entrepreneurs and Russell. Great to have you on the show.
00:03:17.550 --> 00:03:20.700 Graham Dobbin: That's, that's, that's a long list of things that you get involved with
00:03:21.570 --> 00:03:23.340 Russell Dalgleish: Yeah, thank you. Graham. It's great to be here.
00:03:24.420 --> 00:03:32.760 Graham Dobbin: Um, I also notice in the bottom of your bio that you do you have time for yourself you relax and you do that by
00:03:34.440 --> 00:03:38.640 Graham Dobbin: endurance events participating in those templates for that.
00:03:39.630 --> 00:03:49.620 Russell Dalgleish: And when I started when I was 49 and I was on the board of a young, entrepreneurial company and they decided to take part in one of the first off mother events.
00:03:50.070 --> 00:03:51.240 Russell Dalgleish: Right. That was a
00:03:51.570 --> 00:03:59.760 Russell Dalgleish: I think it's a tank is half partisan distance over a number of obstacles, so I decided to get fit and try
00:04:00.720 --> 00:04:10.560 Russell Dalgleish: To take part in that. And I've just built them ever since. So it's the same principles as I have in business and when I'm coaching and the fact it's all about building a plan and then following it.
00:04:11.880 --> 00:04:24.990 Graham Dobbin: So how do you find time with all these different things you're involved with haven't looked at your LinkedIn. So you sit in so many different boards and what's the benefit of that to you being involved with so many different things.
00:04:26.190 --> 00:04:34.920 Russell Dalgleish: I suppose it gives me a lot of different ways to help and to assist others have been very fortunate in my career that I've, I've managed businesses up
00:04:34.920 --> 00:04:44.040 Russell Dalgleish: To either a couple hundred million pound turnover with a couple of hundred staff across the world. And that's actually not something that I'm particularly gifted at
00:04:44.640 --> 00:04:57.420 Russell Dalgleish: What I am much better is multitasking across multiple projects that that allows me to take my experience and shared it in different sectors and the different types of businesses and it seems to work very well. So
00:04:57.870 --> 00:05:03.120 Graham Dobbin: When you say multitasking is that is that getting other groups involved project teams that type of thing.
00:05:04.200 --> 00:05:16.500 Russell Dalgleish: Well, as I say here today. I have 161 life projects across 22 different companies, but I have no staff. So the ability to do that appears to be what I'm quite good at.
00:05:17.850 --> 00:05:19.800 Graham Dobbin: You must be highly organized guy they
00:05:20.970 --> 00:05:33.240 Russell Dalgleish: Do you know it's really strange. It's not talked about a lot, but am the people I know who are highly successful in business and also incredibly well organized and very disciplined and that approach.
00:05:33.660 --> 00:05:48.690 Russell Dalgleish: So they will clear off all the emails every night, they will have very good tracking for projects and tasks. They're also very good to cultivating and nurturing a network. And that requires a lot of fame focus a lot of imagination, but also a lot of discipline.
00:05:49.620 --> 00:05:55.320 Graham Dobbin: Is that something you've always been good at managing you can have multiple tasks or is it something you had to learn
00:05:56.670 --> 00:06:04.440 Russell Dalgleish: Know what something I've learned and developed. I think as I've been on this journey of becoming a leader or ending up in leadership positions.
00:06:05.160 --> 00:06:12.780 Russell Dalgleish: Well, I discovered about 20 years ago, there wasn't enough to learn how to be a leader, what I had to do was to learn about me.
00:06:13.380 --> 00:06:25.530 Russell Dalgleish: So I spent quite a lot of time then understanding what I was good at and what I wasn't good at. And that's what I've tried to focus my efforts. Ever since trying to be the best I can be by knowing what I'm good at.
00:06:26.760 --> 00:06:32.160 Graham Dobbin: Um, how did, how did you go down that path. What did you do to discover you
00:06:33.690 --> 00:06:37.770 Russell Dalgleish: Spent a lot of time with a couple of coaches actually analyzing
00:06:38.910 --> 00:06:44.460 Russell Dalgleish: And it's quite difficult because the person may lie to the most tends to be ourselves.
00:06:45.900 --> 00:06:53.670 Russell Dalgleish: You know, and once we get really, really honest at what we're good at and what we're not good at and we've removed the eagle.
00:06:54.330 --> 00:07:04.080 Russell Dalgleish: So I'm really good on a stage. I'm very good to interacting with the audience, I'm very good at developing a culture. I'm good at using humor in it.
00:07:04.440 --> 00:07:21.270 Russell Dalgleish: Now that's not me picking myself up. It just happens to be a fact. But what I'm not good at is remembering a speech. So there's a there's an interesting if I'm totally honest I'm great on stage, but I'm much better as a chairman of a debate.
00:07:21.510 --> 00:07:24.210 Russell Dalgleish: And and as someone who's actually delivering a speech.
00:07:24.480 --> 00:07:33.270 Russell Dalgleish: And it kind of goes. If you look at each aspect of your life. I, I am I really enjoy international travel and that's been a major part of my life.
00:07:33.570 --> 00:07:46.020 Russell Dalgleish: So you kind of, you find yourself in jobs that allow you to do that. But that's part of what I do with Scottish business network is I've done a lot of international travel building Scotland's largest business diaspora organization.
00:07:47.550 --> 00:07:55.770 Graham Dobbin: And Scott's love to travel. Don't we were kind of going to touch on that a little bit later. Just on what they what the influence has been especially New York
00:07:57.090 --> 00:08:10.110 Graham Dobbin: Were Scots have got involved, but this is an unfair question, but I feel like I can ask it. You say that the people that were like to most as ourselves. Yeah. What did you lie to yourself about
00:08:11.460 --> 00:08:21.630 Russell Dalgleish: And I suppose out I've lied to myself about on iPhone myself. And then in my career and I do this a lot when I talk to leaders and possibly mentoring.
00:08:22.470 --> 00:08:25.710 Russell Dalgleish: I wasn't honest about what I was good at.
00:08:26.490 --> 00:08:29.340 Russell Dalgleish: I felt that I load my ego to drive me
00:08:29.640 --> 00:08:40.650 Russell Dalgleish: So my ego would drive me to being it's not enough to be sales manager, you have to be sales director. It's not enough to be sales that you have to be managing director. It's not enough to be managing director, you have to be Chief Exec.
00:08:41.010 --> 00:08:49.290 Russell Dalgleish: So that's a continual progression that's driven taking on more responsibility and more opportunity. I'm not a very good CEO.
00:08:50.040 --> 00:09:02.490 Russell Dalgleish: I'm not, I'm not good at that level of em focus on single projects, I find myself a lot sitting in a boardroom and a finance director and an HR director Chris, I would much rather be out with the customers.
00:09:03.150 --> 00:09:13.410 Russell Dalgleish: So that understanding that was really important, but even new command in that the peer pressure we get and everyone wants to be claiming those ladders and being a success.
00:09:13.860 --> 00:09:27.300 Russell Dalgleish: And at one stage of my life. I just step back from it all and became a recruitment consultant, because I could do that. But it fitted very well. And what I was doing at the time with my life because I had a young family, and it was good to get home every night.
00:09:28.320 --> 00:09:39.150 Russell Dalgleish: But I think, I think it's really difficult to be honest with ourselves about what we're actually good at and what we're not good at and doing that is really important.
00:09:40.290 --> 00:09:54.210 Graham Dobbin: And just pick it up a couple of things you said that recruitment consultant. I've worked with some recruitment consultants and the theme was been if you're good at that. You can work anywhere in the world. You've got your job.
00:09:54.240 --> 00:09:56.940 Russell Dalgleish: So being a recruitment consultant was quite important to me.
00:09:56.940 --> 00:09:57.390 Graham Dobbin: Because
00:09:57.450 --> 00:10:05.370 Russell Dalgleish: I went into it and done a lot of him. I was a sales manager and sales director working. I spent a period of my life spending.
00:10:05.820 --> 00:10:09.930 Russell Dalgleish: Before the internet. I would spend the first week of the year in California.
00:10:10.380 --> 00:10:21.630 Russell Dalgleish: The second sorry, the first week of the month in California we to in the UK, week three, and so, Korea and Japan. And then we Ford and Australia. And that was my life.
00:10:22.380 --> 00:10:32.340 Russell Dalgleish: So after the period of time. It just got too much, I realized it was too much when I was flying back from Tokyo in 1997
00:10:33.150 --> 00:10:40.260 Russell Dalgleish: And my flight was diverted from London, and instead landed in Dusseldorf, so I was going to be a day late getting home.
00:10:40.980 --> 00:10:49.050 Russell Dalgleish: And the stewardess came over to me and said, was I. Okay. And I said, Jay. I'm fine. She said, Well, I thought I would ask because you've been crying for the last 10 minutes
00:10:49.980 --> 00:10:54.960 Russell Dalgleish: And I was completely oblivious to the stresses that that particular job was placing on my life.
00:10:55.620 --> 00:11:03.570 Russell Dalgleish: So I had to rethink decided just to take a very simple job working in a sales as a sales manager and an organization at home.
00:11:03.990 --> 00:11:09.660 Russell Dalgleish: Very quickly exceeded what I could do there, and someone said, well, why not do recruitment. If you do recruitment.
00:11:10.110 --> 00:11:17.820 Russell Dalgleish: There's no limit to what you can do, because there's an unlimited selection of candidates. So I went into that job. And it was really important because
00:11:18.240 --> 00:11:21.930 Russell Dalgleish: I sat next to 22 year old to be phoning people up going
00:11:22.500 --> 00:11:31.230 Russell Dalgleish: Got any jobs and they would try to source a job and then they would find the candidate and i when i don't like other what to do that. That seems a bit that that's a bit
00:11:31.560 --> 00:11:39.090 Russell Dalgleish: I feel a bit uncomfortable. I wouldn't like to be on the other end of the call. Yeah, so instead I went out and visited the contractors that we had
00:11:39.780 --> 00:11:49.410 Russell Dalgleish: To technology company. So I went and visited the contractors got to know them helped them know they were typical technology contractors, they were
00:11:49.770 --> 00:12:00.030 Russell Dalgleish: Like a Unix administrator during the day and at night. Someone was selling a telephone exchanges and help them and some of those businesses. And what happened was that they then started coming to me with
00:12:00.570 --> 00:12:08.760 Russell Dalgleish: Both vacancies and candidates and within a few months I had a couple of dozen contractors out and was doing really well in recruitment.
00:12:09.060 --> 00:12:16.200 Russell Dalgleish: But that's when I realized that my skill is about developing communities, bringing people together and being able to help
00:12:16.530 --> 00:12:27.210 Russell Dalgleish: And not being able to, if I help you, you help me and that's so we can achieve more together. And that's how I went down this path, but I know, spend most of my life, dealing with and building communities.
00:12:28.440 --> 00:12:28.740 Graham Dobbin: And
00:12:30.360 --> 00:12:35.970 Graham Dobbin: You know, I did recruitment consultants as always seems to be probably the last form of sales.
00:12:36.510 --> 00:12:44.760 Graham Dobbin: That are so many different things that can go wrong, but delivered when we're dealing with, with personalities and all different sides and even when even when our
00:12:45.120 --> 00:12:55.890 Graham Dobbin: jobs done in somebody started is still in the order for for you guys in recruitment says it, I always wish there was something I was a I'd been trained in earlier in my career.
00:12:56.430 --> 00:13:03.870 Graham Dobbin: Because it seems that it was one of the things that the knowledge could transfer the skills could transfer really really easily to different markets.
00:13:06.060 --> 00:13:10.770 Graham Dobbin: Exactly, yeah. Um, so you mentioned stresses
00:13:12.240 --> 00:13:26.760 Graham Dobbin: Um, my guess is that you see, you see other leaders at the moment, especially at the moment with with a number of stresses. We'll discuss that when we come back out of the break just what kind of stresses. We're seeing different companies. How we can cope with them.
00:13:28.080 --> 00:13:44.130 Graham Dobbin: And how you maybe help other leaders get rid of that eagle before they go back into the loop. So let's say grim Dobbin on the mind behind leadership here on that talk radio dot NYC we're speaking to Russell down glitch and we'll be right back after these messages.
00:15:52.320 --> 00:16:01.650 Graham Dobbin: Welcome back to the mind behind leadership we are speaking with Russell down glitch this evening and Russell, you mentioned just before the break about
00:16:02.940 --> 00:16:08.610 Graham Dobbin: About a Mormon your life where it changed you. And you decided to take a slightly different path.
00:16:09.060 --> 00:16:17.640 Graham Dobbin: After traveling all over the world. What was a California Korea and Australia on a monthly basis and kind of the stresses that people go through
00:16:18.120 --> 00:16:27.090 Graham Dobbin: A scene with businesses that you're working with. What do what a board members and execs and leaders put themselves through on a daily basis, we will we will look at this
00:16:30.090 --> 00:16:40.080 Russell Dalgleish: I think what I noticed, more than anything else is the responsibility we as leaders fuel for the team and I hadn't really
00:16:40.740 --> 00:16:52.320 Russell Dalgleish: Really fully understood that until I laid a 200 person, company into the 2008 recession. So we went in with 200 people and we came up with 110
00:16:53.130 --> 00:17:04.590 Russell Dalgleish: And I remember going through that as being one of the most stressful things I've done in business, you know, you're releasing people you're helping people you're trying to just trying to survive.
00:17:05.040 --> 00:17:11.550 Russell Dalgleish: And that's such a pressure because you can't help but care for the people in your organization.
00:17:12.060 --> 00:17:19.590 Russell Dalgleish: And sometimes it's not obvious that you care you know that we've all been through it, where we've released people do to redundancy and it's not going very nice at the time.
00:17:19.950 --> 00:17:24.870 Russell Dalgleish: And then later on. They've come back and said, I fully understood what you did. Russell and I appreciate the way you did it.
00:17:25.440 --> 00:17:32.370 Russell Dalgleish: So it was it was a particularly difficult time that and I think that's the biggest stress the businesses are facing at the moment.
00:17:33.120 --> 00:17:40.320 Russell Dalgleish: And the way the stress seems to be visualized is that people fall back on what they can control.
00:17:40.710 --> 00:17:51.420 Russell Dalgleish: So what they can control is things like costs. So we look within our business and we look at how we can save money. So we'll notice huge cutbacks and marketing spend at this precise moment.
00:17:51.960 --> 00:18:08.310 Russell Dalgleish: Where there's there's actually still a lot of money available to be spent. And the idea is how do you get ahold of that. So you've got to free your mind to be creative and try to come up with ideas and strategies that will allow you to do that. And you have to Spain to drive that business.
00:18:10.350 --> 00:18:17.370 Graham Dobbin: And I know that you're involved with different businesses and I'm in many different countries and obviously the Scottish business network is well
00:18:18.600 --> 00:18:28.080 Graham Dobbin: For differences are you seeing on on the approaches or businesses is that any patterns that you're seeing that maybe in the US. There are approaching a slightly different than the UK or Europe.
00:18:31.740 --> 00:18:32.370 Russell Dalgleish: And
00:18:33.720 --> 00:18:45.840 Russell Dalgleish: I think at the end of the day, we're all facing the same challenge, which is how do we how do we bring the money in and how do we keep the money in the business to keep our business going we're noticing a very unfair.
00:18:46.740 --> 00:18:56.070 Russell Dalgleish: Problem at the present moment, because some people are doing really well you know if you happen to have an E in your business. So you learning e commerce.
00:18:56.400 --> 00:19:12.030 Russell Dalgleish: You know you're in a really good position we're not seeing e learning going up four or five fold in terms of the amount of people spending on that we're seeing e commerce, just a spectacular success. We're seeing him. If you look at em, you know, supermarkets.
00:19:15.270 --> 00:19:24.600 Russell Dalgleish: They're doing very well as well. But we're noticing other areas, such as particularly, there's a lot of human interaction. So hospitality restaurants pubs. They're really struggling
00:19:24.840 --> 00:19:31.290 Russell Dalgleish: So it's a very unfair, particularly, it's almost by chance for the fallen to the right sector of the wrong sector.
00:19:31.800 --> 00:19:40.860 Russell Dalgleish: I think I tend to, I don't really work in the hospitality sector. So the sectors, I'm seeing that are opportunities there, but they're difficult to acquire
00:19:41.160 --> 00:19:48.900 Russell Dalgleish: And that's what, that's what's causing the stress we see some people are taking the position that they like the waddle to return to the way it was before.
00:19:49.230 --> 00:19:59.310 Russell Dalgleish: Because before they were able to drive a successful business. Now, the world is not going to return to the way it was before. I promise you it's not going to happen.
00:19:59.700 --> 00:20:07.560 Russell Dalgleish: So what we have to do is sit down and accept that. So I expected that a the UK went into lockdown render but march 24
00:20:08.310 --> 00:20:17.460 Russell Dalgleish: Of march 26 and I accepted that it took about 40 hours after that, I started to decide how could I change what I was doing.
00:20:17.880 --> 00:20:32.040 Russell Dalgleish: So my public speaking business became an online public speaking business my am my efforts to build my network that really simple things. So every single day from March the 30th. I've sent 30 messages on LinkedIn to force connections.
00:20:32.430 --> 00:20:45.570 Russell Dalgleish: And those messages are Hello, how are you kind of help 30 a day every single day. And that then leads to opportunities and people you haven't spoken with for a while and it's laid on to new business.
00:20:46.020 --> 00:20:55.230 Russell Dalgleish: And you know what I've discovered I discovered I am at least twice as i'm just i'm twice as effective in lockdown as it was before.
00:20:55.710 --> 00:21:07.170 Russell Dalgleish: Because I'm know focused. I'm sitting here, I'm in front of the computer. I've got access to all the information about me. I need to be able to help you and I'm not wasting all that time wasted community.
00:21:08.190 --> 00:21:16.290 Russell Dalgleish: That's what. And I think that's a major lesson the waters layer. And we're seeing that, particularly in London, where the office workers aren't returning
00:21:16.680 --> 00:21:20.940 Russell Dalgleish: And it's not because of a fear of covert it's because they've discovered
00:21:21.300 --> 00:21:31.770 Russell Dalgleish: I'm actually more effective working from home. Look at the traders are now working from home from that converted attics that's that's a real lesson this adoption of digital
00:21:32.370 --> 00:21:40.290 Russell Dalgleish: It's happened. Everyone has no got to be knowing how can I use all this digital, how can I make my business better by adopting technology.
00:21:41.730 --> 00:21:48.210 Graham Dobbin: It said we were going to go through exactly the same. What are the messages that we've been giving out for the last few weeks.
00:21:48.630 --> 00:21:58.620 Graham Dobbin: Is that the the big decision wasn't to close the offices wasn't to close their workplaces and people work from home. The big decisions, actually, to come back into the office.
00:21:58.860 --> 00:22:06.300 Graham Dobbin: Yeah, some someone's got to make one I call the safe to do so, but second week, we're going to have teams where half the
00:22:07.020 --> 00:22:10.740 Graham Dobbin: Let's just say half the teams don't want to come back into the office and other half, can we
00:22:11.370 --> 00:22:23.010 Graham Dobbin: You know, so that there's going to be a real mix on on how companies interact and I'm coming back to the Google thing from last week. It just seems like everybody's been operating almost week to week or month to month
00:22:23.370 --> 00:22:34.950 Graham Dobbin: expecting it to change. And there was a sudden realization, especially in New York that wow this is another 12 months out, potentially Merrill Lynch, you've just said you know nothing until 2021
00:22:35.430 --> 00:22:44.640 Graham Dobbin: And the offices, so it feels like that's know people, people will know begin to make decisions. Whereas I think it'd be putting them off the you made that decision, Natalie.
00:22:46.140 --> 00:22:46.560 Russell Dalgleish: YOU MA'AM.
00:22:48.030 --> 00:22:50.190 Russell Dalgleish: We don't know what tomorrow is going to bring
00:22:50.940 --> 00:22:57.630 Russell Dalgleish: The night so i'm i'm currently in Spain, I have a property here and I'm working and taking some vacation time
00:22:58.680 --> 00:23:06.720 Russell Dalgleish: On Saturday evening at 7pm. The British Government announced that if you're a ton from Spain.
00:23:07.170 --> 00:23:15.570 Russell Dalgleish: You had to go into two week lockdown at home, I fully understand that and I fully accept that. But then the travel company started to travel flights.
00:23:15.990 --> 00:23:22.350 Russell Dalgleish: And then the travel company started to seeing I know you've got two weeks left on your holiday, we got to the ton within an hour.
00:23:23.130 --> 00:23:29.940 Russell Dalgleish: You've got to get yourself to the airport. Now, or else you're gonna have to pay for your own flight home not within an hour, but within a couple of days. Yeah.
00:23:30.270 --> 00:23:36.150 Russell Dalgleish: So people reacted by going on. What we're going to do what we're going to do. And then maybe cut the holiday short
00:23:36.840 --> 00:23:50.160 Russell Dalgleish: But actually if you analyze what was happening on flights flights from Spain to Scotland have never been cheaper my flight back in a week's time from Spain to Scotland will be $19
00:23:51.780 --> 00:24:01.560 Russell Dalgleish: Right, because no one from Spain is deciding to go to Scotland for the Edinburgh Festival. So the flights are really cheap. So we've got to enter businesses as in our personal life.
00:24:01.830 --> 00:24:12.540 Russell Dalgleish: We've got to get used to the fact that tomorrow might be totally different from today, tomorrow, someone might decide something that we don't expect and we have to react to that now that
00:24:13.140 --> 00:24:23.250 Russell Dalgleish: Being late on our feet and looking for the opportunity is critical. And to do that, you've got to free your head as a leader from the pressures, you run
00:24:23.730 --> 00:24:27.150 Russell Dalgleish: internally within the business. Now if you're someone who can
00:24:28.140 --> 00:24:42.690 Russell Dalgleish: Take a problem and hold it separately and the brain and actually focus on the opportunities. That's fantastic. Otherwise, you're gonna have to find something you can do that allows you to look externally at the opportunities there was. It was a great story and
00:24:43.830 --> 00:24:53.580 Russell Dalgleish: Just last week about some guys who had they were installing charging points around the country for electric vehicles that was their business.
00:24:54.690 --> 00:25:00.510 Russell Dalgleish: Overnight covert struck a nerve and Reese driving anywhere. So their business was really in a problem.
00:25:00.990 --> 00:25:11.070 Russell Dalgleish: Within 48 hours they switched their business to installing sanitation points with sprees that you could use right Dave had a storming time
00:25:11.700 --> 00:25:27.150 Russell Dalgleish: But if they tried to sweat that existing business they wouldn't have been able to do that. And the lesson is the market is always right focus your attention on the market look for the opportunities. That's how you can take the business through this trouble.
00:25:29.220 --> 00:25:38.610 Graham Dobbin: From so really intrigued. How'd you get into that mindset because we know with uncertainty is something that you know company like us. We've been training.
00:25:39.030 --> 00:25:43.800 Graham Dobbin: Companies on being agile working with one of the largest car manufacturers in the world at the moment.
00:25:44.310 --> 00:25:59.340 Graham Dobbin: And all over the US on how to get the teams are jalan ready for change when it comes because it's a market is changing. It's something that we can land as individuals to give us that mindset to to to look for the opportunity.
00:26:02.400 --> 00:26:09.630 Russell Dalgleish: Read about the market understand the market that you are in. And what's going to happen in that market. I did. I did.
00:26:10.560 --> 00:26:21.210 Russell Dalgleish: I've been doing a lot of online talks recently to try to give back and try to help. So I did a presentation to an association and Inverness, and the north of Scotland.
00:26:21.720 --> 00:26:32.160 Russell Dalgleish: And these were individuals who owned holiday home said holiday. Let's there's about a couple of weeks ago and they were worried about what was going to happen to their business during the summer.
00:26:32.730 --> 00:26:40.200 Russell Dalgleish: So you know I'm in the north of Scotland. There's nobody here Russell. Do you think that people wouldn't want to come here.
00:26:43.170 --> 00:26:45.390 Russell Dalgleish: Because of what's happened with Katrina virus.
00:26:45.630 --> 00:26:59.730 Russell Dalgleish: And I said, know people have been locked up at home for months on end where they want to go on holiday is somewhere, which is going to be away from the clouds with beautiful scenery and very variable weather, where the family can run free
00:27:00.120 --> 00:27:12.030 Russell Dalgleish: And if I can drive there having not driven for three months. Amen. I want to go there. So I said that, though they were worried about the challenges I said it's the opportunity
00:27:12.750 --> 00:27:17.910 Russell Dalgleish: And then they asked the question, what should we do to tell people that were here.
00:27:18.720 --> 00:27:25.590 Russell Dalgleish: And I said, Go and stick your camera up against your window and take a picture of what the north of Scotland looks like.
00:27:25.950 --> 00:27:33.900 Russell Dalgleish: Because just last year I Us Magazine voted Scotland, the most beautiful country in the world right
00:27:34.200 --> 00:27:45.720 Russell Dalgleish: So you've got to use that advantage. However, what you've got to understand there's your market. So who are the people that you would like to attract to come and stay in your particular part of the world.
00:27:46.350 --> 00:27:55.800 Russell Dalgleish: And then I push those individuals find ways to get messages to them. Imagine what your markets like what's it like to be an exec.
00:27:56.040 --> 00:28:01.740 Russell Dalgleish: Who's got a million dollar apartment, but you haven't been out for three months. They are the person to talk to
00:28:02.010 --> 00:28:07.230 Russell Dalgleish: What are they going to be worried about them going to be worried about how do I get to this place called the north of Scotland.
00:28:07.650 --> 00:28:16.590 Russell Dalgleish: What's, what's the root. How'd you get there when you get it. Is there anything to do with my family do other restaurants address those questions.
00:28:17.160 --> 00:28:25.260 Russell Dalgleish: And then also address the questions about safety and security, and that will attract your audience and don't necessarily think you have to push your prices down.
00:28:25.770 --> 00:28:35.790 Russell Dalgleish: Because demands going to drive the places up. And that's what we've seen in the UK huge desire for people to go to the most remote locations to stay for vacation time
00:28:37.170 --> 00:28:53.100 Graham Dobbin: I really interesting because I was speaking to a former colleague last week, Russell and he's looking to relocate to Scotland. He's saying that he's having real problem buying a property and renting because all the rental prices are going up so it is set would definitely
00:28:54.300 --> 00:28:57.360 Graham Dobbin: Seems to be an appealing place to be more at the moment, for sure.
00:28:57.840 --> 00:29:03.570 Russell Dalgleish: Um, well, I have to say as an entrepreneur. If you would like to pass it. My details. I'm sure that can line them up with somewhere.
00:29:03.900 --> 00:29:04.890 Graham Dobbin: OK, I will do
00:29:08.250 --> 00:29:09.570 Graham Dobbin: So after the break.
00:29:10.560 --> 00:29:17.010 Graham Dobbin: We want to dig in a little bit more. See what I do want to find out, Russell after the break is just kind of, how did you start off in this path because my guess is
00:29:17.220 --> 00:29:23.160 Graham Dobbin: There will, there wasn't a point where you were sitting near the school thinking I'm going to be a serial entrepreneur firing the world.
00:29:23.730 --> 00:29:32.640 Graham Dobbin: My guess is that didn't happen. So what did happen. And also just looking at, you know, what is the, what's the influence here, you know, this world is a small place.
00:29:33.270 --> 00:29:44.640 Graham Dobbin: What's it. What's the influence of Scots around. And what's the, what's the force going to happen with the Scottish Business Network, what are you looking to really achieve in that so we speak about that right after these messages.
00:32:03.240 --> 00:32:15.870 Graham Dobbin: Welcome back, you're listening to the mind behind leadership with me. Graham dog and I'm speaking today with Russell Dalglish Russell, you can have some great insights about what you've been involved in and what people should do know.
00:32:16.950 --> 00:32:27.690 Graham Dobbin: I'm really interested to go back to the start of the journey. When did you realize that this was something you wanted to do, because having a Scottish education. I can't remember this being on the careers list.
00:32:29.640 --> 00:32:31.740 Russell Dalgleish: And no, it wasn't
00:32:33.300 --> 00:32:44.100 Russell Dalgleish: I was brought up in a small rural community and the Scottish borders near the English border and my family had been there for 550 years
00:32:45.180 --> 00:32:50.010 Russell Dalgleish: I was born just 10 miles from where the first occurrence of the name is
00:32:50.550 --> 00:33:00.960 Russell Dalgleish: And I had no ambition. I had no desire what but what happened when I reach 16 was that it suddenly dawned on me that I only had two ways to get out of that time.
00:33:01.290 --> 00:33:08.700 Russell Dalgleish: I just developed a desire to travel and that's what I wanted to study. That's what I wanted to do. And there were two options to go to town.
00:33:09.150 --> 00:33:22.470 Russell Dalgleish: One was to go on to something called a college or university didn't know what either of those were and the other one was to join the army and it's six foot five I decided that was far too big a target to join the army.
00:33:22.800 --> 00:33:36.480 Russell Dalgleish: So I decided to find out how this education thing work. So I basically I memorized as much as possible, improved my handwriting and somehow managed to pass the exams. I was very fortunate in the fact that I had
00:33:37.620 --> 00:33:43.860 Russell Dalgleish: An interest in a supposed to call it science fiction or something and interest in this kind of
00:33:44.400 --> 00:33:51.630 Russell Dalgleish: What could potentially be out there. So based on that, I decided that what people did was computing. So I would go and do computing
00:33:52.380 --> 00:34:00.660 Russell Dalgleish: And I applied and was turned down by six Scottish universities and eventually got into college to do a business computer programming degree.
00:34:01.560 --> 00:34:09.510 Russell Dalgleish: And then 30 fortunately that degree included a sandwich element whereby you spent 40 weeks and industry. I didn't know
00:34:10.050 --> 00:34:16.350 Russell Dalgleish: I didn't know what had this 40 weeks working for a company as part of the course and and
00:34:17.340 --> 00:34:26.460 Russell Dalgleish: By luck hailed because at the very end. I was there was only two of us left to hadn't been found business opportunities because I wasn't particularly good
00:34:26.880 --> 00:34:35.040 Russell Dalgleish: So the one of the banks came in at the last moment and said okay, we'll take one of these computing students were never taken one before. We'll take one.
00:34:35.340 --> 00:34:43.890 Russell Dalgleish: So they stood the two of us up and there was me. Or there was the other chap, who's here. Reach down his back, right to the globe. And so the bank chose me
00:34:44.520 --> 00:34:49.320 Russell Dalgleish: And that that really changed my life because it meant that when I graduated, I had a job to go to
00:34:49.650 --> 00:34:57.900 Russell Dalgleish: I was very quickly promoted and I got the centrist and technology. And that's kind of seen me through on this journey. So I think at the core of it all is this
00:34:58.350 --> 00:35:04.200 Russell Dalgleish: I suppose, almost like an engineering mindset, which is about technology and what it can achieve. And that's what's always stressing me
00:35:04.950 --> 00:35:09.810 Graham Dobbin: Okay, so you mentioned earlier that we lie to ourselves more than a kind of had their that
00:35:11.250 --> 00:35:20.850 Graham Dobbin: Would it be fair to say that we're hardest on ourselves as well. We can criticize ourselves more than others, which, yeah, because I have I heard you say there. You went very good, but you've done. Okay.
00:35:22.650 --> 00:35:28.020 Russell Dalgleish: No, I wasn't. I know. Sorry. I wasn't very good, I failed three of the final for the exams.
00:35:29.340 --> 00:35:29.700 Graham Dobbin: The one
00:35:29.970 --> 00:35:31.560 Russell Dalgleish: I was statistically not very good.
00:35:32.880 --> 00:35:33.930 Graham Dobbin: At killing me worse.
00:35:36.510 --> 00:35:47.730 Graham Dobbin: So. So what changed. And so you went into an organization you felt really sounds like you feel lucky that you had a good position you were learning. When did it change that you started to do things for yourself.
00:35:47.790 --> 00:35:49.560 Russell Dalgleish: It changed for me when I was mentored
00:35:50.040 --> 00:36:01.590 Russell Dalgleish: Okay, so I was, I was very fortunately mentored by two individuals. Both of them have passed away now. And they, it's really interesting. I did them. I worked on.
00:36:02.820 --> 00:36:10.530 Russell Dalgleish: Digital payment systems. So at the core of a digital payment system was at a small plastic card like a credit card.
00:36:11.130 --> 00:36:21.630 Russell Dalgleish: So when I say I was mentored I mean someone sat down with me and poured oil on the back of the magnetic stripe and showed me what the magnetic stripe was made off.
00:36:21.900 --> 00:36:30.030 Russell Dalgleish: And how the bar could affect the barcode on the straight was actually interpreted as numbers and this is how this was at the quarter phone
00:36:30.300 --> 00:36:37.290 Russell Dalgleish: And digital payment systems work because this was the input. So it was the fact that someone showed me how things worked
00:36:37.590 --> 00:36:47.610 Russell Dalgleish: Not and that's what really helps me because it get once you know how something works. You've got a great belief in yourself and the fact that you can explain it to other people.
00:36:48.330 --> 00:37:03.690 Russell Dalgleish: So that that that mentorship that I got was so important that plus the fact I'm very inquisitive so asked a lot of questions. No, it's very unusual to be in a situation where I'm being asked the questions. So, this is this is quite interesting for me.
00:37:05.160 --> 00:37:05.640 Graham Dobbin: I'm
00:37:07.860 --> 00:37:22.530 Graham Dobbin: I'm going to link. Now, you mentioned them about having an engineer's mind as well i i you know I've always said that I wish I understood more about what an engineer did when I was at school because that curiosity might have been something you really, really stuck with me.
00:37:24.510 --> 00:37:37.710 Russell Dalgleish: So I was very fortunate I joined em. This is Scotland story that no one knows is that in 1979 and most of our when we started to get desktop PCs.
00:37:38.340 --> 00:37:47.130 Russell Dalgleish: They had a disk drive inside them are rotating media and storage device. And it was a three and a half inch test drive. It was three and a half inches across.
00:37:47.520 --> 00:37:55.020 Russell Dalgleish: And the copyright for that product wasn't in Silicon Valley, and it wasn't in New York. It was in a Scottish town called Glen Ross.
00:37:55.770 --> 00:38:05.370 Russell Dalgleish: So the three and a half inch this tribe was originally designed and built a company called drew diamond Scotland and I was very fortunate to work for one of the startups that came out of that company.
00:38:06.120 --> 00:38:14.610 Russell Dalgleish: So I had the privilege of being working for a company which consisted of 86 engineers that are just floated on the stock market.
00:38:15.000 --> 00:38:18.300 Russell Dalgleish: Well, and I was the first person to be hired to wasn't an engineer.
00:38:18.870 --> 00:38:27.480 Russell Dalgleish: So my job was to answer the phone. And by that I mean on the first day I answered calls from NASA and from the Russian army.
00:38:27.870 --> 00:38:35.430 Russell Dalgleish: Because they wanted to use the technology that we had and my particular skill was to stop the engineers from answering the phone.
00:38:35.940 --> 00:38:44.460 Russell Dalgleish: Because what an engineer loves doing is solving a problem. So if someone phones up with a problem, the engineers to stop everything that we're working on. To solve that problem.
00:38:45.030 --> 00:38:58.470 Russell Dalgleish: So my job was to be the interface. So I would listen. Understand what trying to understand what I was getting asked. And then once a day, I would sit down with engineering manager and we would decide what was actually priority and what was not
00:38:59.250 --> 00:39:15.000 Russell Dalgleish: And that was truly phenomenal to see how engineers work and now engineers actually create the real innovation and the real imagination and what we're doing and those engineers are transferred over from being physical engineers software engineers.
00:39:17.040 --> 00:39:31.170 Graham Dobbin: So when when so once you've seen that you got that engineers mindset because it feels like that's almost what we're trying to train and business knows that is to use it that curiosity and problem solving and just everyday business. We did that to you know so
00:39:32.340 --> 00:39:33.300 Russell Dalgleish: Sorry, say that again.
00:39:33.480 --> 00:39:35.340 Graham Dobbin: Where did that take you after that.
00:39:36.120 --> 00:39:46.380 Russell Dalgleish: And it took me into my first major startup where we had the first them what's now called a cloud services company in 2000 and Scotland.
00:39:47.340 --> 00:39:52.980 Russell Dalgleish: So we developed some HR technology and ended up selling to IBM and
00:39:53.670 --> 00:40:01.410 Russell Dalgleish: That was really interesting because it started to bring together the problem solving element and the people communication piece.
00:40:01.650 --> 00:40:14.940 Russell Dalgleish: And how if you brought those two together. You could end up being quite a successful managing director or something that then took me into a course of spending 10 years in terminal range. So I would go into companies.
00:40:15.750 --> 00:40:25.680 Russell Dalgleish: That were probably feeling or problems and that would use this ability to understand problems and communicate that and build teams to turn those companies around
00:40:26.100 --> 00:40:36.090 Russell Dalgleish: And doing tango loans is the most exciting thing you can do in business, but it's incredibly draining because you've got like 90 days when you do nothing but trying to run this round.
00:40:36.600 --> 00:40:45.630 Russell Dalgleish: You're making decisions very quickly and you, you almost can't feel, but you don't feel that you feel that you've got to do this and got to turn that round.
00:40:45.960 --> 00:40:52.440 Russell Dalgleish: So I spent 10 years doing that came through the 2008 2008 recession and then decided that
00:40:53.070 --> 00:41:04.020 Russell Dalgleish: In the last three jobs. What I'd done on the loans. I ended up staying on as a director with the business and I simply just didn't want to do it anymore. So I decided to start up on my own and then
00:41:04.500 --> 00:41:11.820 Russell Dalgleish: That's where the entrepreneurial journey started because I started my own business. I started helping other people on their entrepreneurial journeys.
00:41:12.330 --> 00:41:18.000 Russell Dalgleish: And I realized that what people really need his help from the right people.
00:41:18.420 --> 00:41:28.710 Russell Dalgleish: And that's why building these networks and became so important. So, even on this call, you've mentioned that you have a friend who is looking for a property to buy or terrains.
00:41:29.100 --> 00:41:42.840 Russell Dalgleish: I will be able to connect him to someone who will be able to help them because that's how I discovered that in order to solve the most problems. I needed to have the best network because I physically can't solve the problem, but my network com
00:41:44.280 --> 00:41:53.610 Graham Dobbin: It's interesting you say that there's a lot of focus on business in the UK. When I was in when I was in North of England, but also here on networking
00:41:54.210 --> 00:42:04.020 Graham Dobbin: And we take a completely different view of that we look at as you've just said is building networks is getting really good people around you and just knowing where where someone can help.
00:42:04.500 --> 00:42:18.150 Graham Dobbin: And that that's that's a massive focus on on on what we do and it's, it seems to be under played and people have gotten that one, don't realize the kind of the resources that they've got hand that they can easily tap into.
00:42:18.900 --> 00:42:35.190 Russell Dalgleish: It's really interesting as well because LinkedIn has been transformational in this and possibly not in a way that most people think LinkedIn spin the first system that we've used like a CRM or something which is actually had a headshot of the person.
00:42:36.300 --> 00:42:52.350 Russell Dalgleish: So in my brain. I'm quite good at remembering faces. So I will remember who was that chap who did the radio interview with me in New York on a guy with a beard. What was it, and then I'll link together who that individual could be
00:42:52.680 --> 00:42:57.900 Russell Dalgleish: To then make the introduction to help and it's and that's not how I would remember you Graham.
00:42:58.140 --> 00:43:09.420 Russell Dalgleish: Because, however, remember us in our previous conversation we will emit discussion and you went, oh wow there's someone walking down the street here in New York with a Scottish soccer club top on.
00:43:10.170 --> 00:43:22.320 Russell Dalgleish: And that's the thing. So, so what happens as human beings is it's not about how we track people's sector and skill set. It's about what is the memorable thing that we can use in our brain to connect them together.
00:43:23.370 --> 00:43:35.340 Russell Dalgleish: And and that that's that's where I think LinkedIn is incredibly useful because it gives people a way to explain what their interests and what they're interested in. And then you can do these connections and build them together.
00:43:36.210 --> 00:43:45.720 Graham Dobbin: It's completely agree. Right. So it almost feels like the not enough people use something like LinkedIn to give us an insight to them.
00:43:47.100 --> 00:43:56.640 Graham Dobbin: Sometimes it's a CV or resume. There's just repeated on there, rather than giving them some of the drive and passion. That's what what you know what really ignites them and
00:43:56.820 --> 00:43:57.210 Russell Dalgleish: So just
00:43:57.240 --> 00:44:09.690 Russell Dalgleish: Just to be clear, and everyone should listen to this, the purpose and LinkedIn is for you to tell people what you're an expert. Because if you tell me what you're an expert at that are new to ask you.
00:44:10.740 --> 00:44:14.130 Russell Dalgleish: But should job, tell us what you're an expert. What
00:44:15.150 --> 00:44:18.060 Graham Dobbin: I need to be it be struggling humans to be able to do that.
00:44:19.530 --> 00:44:27.120 Graham Dobbin: This is back to back to align will be aligned to yourselves, most of what hardest on ourselves. Some people don't want to be telling others. What would, what would experts out
00:44:28.080 --> 00:44:30.360 Russell Dalgleish: I think a lot of it's about education.
00:44:30.630 --> 00:44:42.180 Russell Dalgleish: So this process involves taking a risk. So when I went to school. If I did something wrong. Someone helped me across the hands with a wooden ruler.
00:44:42.930 --> 00:44:48.030 Russell Dalgleish: Right. So if you imagine that society. It's pretty difficult to breed people
00:44:48.480 --> 00:44:55.050 Russell Dalgleish: Or to educate people who are going to become risk takers because making a mistake is associated with pain.
00:44:55.410 --> 00:45:05.070 Russell Dalgleish: And it sounds silly, but that that that was the way that was the way I was brought up. So, and I think what we've got to start doing is trying to get people to think about the fact that no
00:45:05.580 --> 00:45:14.070 Russell Dalgleish: There's nothing wrong with taking a risk. So I've spoken to people who said, Russell, I would have sent you a connection request, but I thought I would annoy you.
00:45:15.180 --> 00:45:22.080 Russell Dalgleish: And I've said, but that's the purpose of the tool you if you send me a connection request. And I don't want to connect. There's no problem.
00:45:23.400 --> 00:45:38.730 Russell Dalgleish: Um, so, so there's a piece of education about how we as individuals communicate in this digital age, and I've done a lot of that in the last three months because people have told me. You can't build new connections in a digital age. Well, you and I have never physically met
00:45:38.850 --> 00:45:40.080 Russell Dalgleish: We may never physically
00:45:40.080 --> 00:45:44.220 Russell Dalgleish: Met, but we can still create a connection and help each other on
00:45:44.310 --> 00:45:51.870 Graham Dobbin: ABSOLUTELY AGREE. After the break we're gonna I'm gonna ask you, do you have any more tips of what we can do as individual business people.
00:45:52.200 --> 00:45:55.500 Graham Dobbin: And in the digital age. And I'm also going to be digging in.
00:45:55.860 --> 00:46:06.600 Graham Dobbin: What would your top three traits of a leader. He was a leader need to have, for example, you know, empathy, caring, transparency is coming up a lot. What would your top three
00:46:06.870 --> 00:46:15.000 Graham Dobbin: Traits be you're listening to the mind behind the leadership with me. Graham Dobbin we're speaking to Russell Dalglish this evening. We'll be back right after these
00:48:09.270 --> 00:48:24.510 Graham Dobbin: Welcome back to the mind behind leadership we are speaking with Russell down leash. He is the founding managing partner of exalted Capital Partners and also the founding chairman of the Scottish business network. So Russell. Do you have any other tips.
00:48:25.800 --> 00:48:30.960 Graham Dobbin: Especially digital how we can make more connections meaningful meaningful.
00:48:32.670 --> 00:48:37.170 Russell Dalgleish: I think it's about starting to work out what it is you want to achieve.
00:48:38.070 --> 00:48:50.790 Russell Dalgleish: I think having, having that goal then makes everything else. Very clear. So if your goal is, you know, for example, to, to grow the list to grow the number of people listening to this particular broadcast
00:48:51.120 --> 00:48:55.860 Russell Dalgleish: Then it's it's easy to sort of start identifying well who do those people look like
00:48:56.280 --> 00:49:05.880 Russell Dalgleish: And I could contact them all individually or perhaps what I need to do is to work out where they hang out at the all members of the same part of the same community or something.
00:49:06.150 --> 00:49:10.230 Russell Dalgleish: And who can his influence within those areas. I should contact them.
00:49:10.650 --> 00:49:18.390 Russell Dalgleish: And how could that if I find someone up and said, You're an influencer in that area in New York, could you persuade people to follow my show.
00:49:18.720 --> 00:49:27.240 Russell Dalgleish: Well, that's probably not going to work. But if you could ask those individuals to be a guest on your show, then they're automatically going to want to tell more people to listen.
00:49:27.600 --> 00:49:39.840 Russell Dalgleish: And the thing that's the logic you go through that. That's the logic to go through to build the network with how you go about doing that it has never been easier in the history of mankind to contact people
00:49:40.950 --> 00:49:51.030 Russell Dalgleish: Know that are there are people on all these different digital platforms and you can go and find them know if I want to learn about glammed up and I can go online, type it into Google and stuff will come up
00:49:53.700 --> 00:49:55.410 Graham Dobbin: That that's almost a scary thought. Russell.
00:49:56.850 --> 00:50:03.600 Graham Dobbin: So, talk, talk about networks, the Scottish Business Network talk through what what's the goal. What's the aim of this
00:50:04.890 --> 00:50:18.780 Russell Dalgleish: And so they started off as an idea that myself and my co founder Christine Essen, who's an economic development professional in London, we thought it would be good to bring together Scottish people in London, who had an interest in Scottish business.
00:50:19.470 --> 00:50:30.960 Russell Dalgleish: And we've gone from that to ending up with 10,000 people across 76 countries. The goal is to use the network to help to promote and support Scottish companies to export.
00:50:32.160 --> 00:50:42.090 Russell Dalgleish: But what's happened is by doing this. We've know created and linked together these most incredible people across the world. And they're all starting to work together now and supporting each other.
00:50:42.750 --> 00:50:56.100 Russell Dalgleish: It's very much about understanding to help someone else you help yourself. So my goal at the present moment. And the goal of the other people in the organization is simply to help
00:50:56.850 --> 00:51:10.530 Russell Dalgleish: And what we've discovered with business people, is because they tend to be have quite the have an eagle element. Now the ego might not drive them to be a superstar. The ego might stop them from actually reaching out
00:51:10.980 --> 00:51:11.370 Graham Dobbin: But
00:51:11.430 --> 00:51:23.820 Russell Dalgleish: What I would say to all business people is reach out and ask for help. So I built a network, the space trying to about a nation, if you like. And we're seeing, we're here. How can we help
00:51:24.300 --> 00:51:30.750 Russell Dalgleish: So I was going to put on an event with 120 people in New York can April, just before covert struck
00:51:31.440 --> 00:51:42.870 Russell Dalgleish: No, I didn't know 120 people in New York. I didn't know 120 people have the color better. We're going to come to that event, but what I did was I reached out and asked for help.
00:51:43.470 --> 00:51:51.240 Russell Dalgleish: And as soon as I reached though people went, Oh, that's a great idea. I'd love to help. Now I choose people with accents, similar to our school
00:51:51.870 --> 00:51:58.290 Russell Dalgleish: Because I sent the vegetables. We all have this deep set feeling to belong
00:51:58.860 --> 00:52:11.700 Russell Dalgleish: We want to belong somewhere. Now, it may be the fact that we belong to a university alumni, or it may be that we belong to a country or we belong to a football team, whatever it is, but we have a census humans to belong
00:52:12.540 --> 00:52:25.410 Russell Dalgleish: And what we've created to Scottish business network is a way for Scottish business people to connect. Because the thing about business people is not only do we work in business, but we also have an interest in business.
00:52:26.610 --> 00:52:34.440 Russell Dalgleish: And if I am what we what we want to do is to help others, particularly at an earlier stage in their career. So if I found
00:52:35.340 --> 00:52:45.030 Russell Dalgleish: A young man who was looking to get into and leadership coaching. For example, in New York, then I would tell him to contact Graham Thompson.
00:52:45.630 --> 00:52:51.270 Russell Dalgleish: And that's how he would get going. And, you know, Hawk because of his accent you would take the call.
00:52:51.660 --> 00:53:03.120 Russell Dalgleish: Because you just moved. We just would just human beings. So I would say to business people start reaching out and asking for help because you'll be surprised, the number of people who will absolutely love to help you.
00:53:03.900 --> 00:53:05.040 Russell Dalgleish: A note. So we felt
00:53:05.280 --> 00:53:10.050 Graham Dobbin: Good point. Again, it's really strange. I live in the Upper East Side in New York and just
00:53:10.800 --> 00:53:19.320 Graham Dobbin: Just by frequenting local bars and restaurants. There's no about six or seven Scott's that kind of get together very regularly just for chat, just for a drink.
00:53:19.620 --> 00:53:29.700 Graham Dobbin: And you know we're all different age groups, we probably wouldn't normally mix. If we were all in Scotland be here. Absolutely. We're getting and there's been this this
00:53:30.600 --> 00:53:39.690 Graham Dobbin: We can't talk about, you know, business in Scotland in New York without kind of acknowledging that that Scott's have been fundamental in the growth of new york over the years.
00:53:42.150 --> 00:53:42.960 Russell Dalgleish: Yeah, I think that's true.
00:53:43.320 --> 00:54:00.990 Graham Dobbin: Yeah, I mean, so we've got our I've got the the the Andrew Carnegie, which a lot of people actually forget came from Scotland originally is is was one of the wealthiest people in the world at that point it was fundamentally in changing, not just Pittsburgh. But New York
00:54:01.860 --> 00:54:03.660 Graham Dobbin: Just come in on Carnegie so
00:54:03.690 --> 00:54:04.530 Russell Dalgleish: If you read
00:54:04.650 --> 00:54:09.540 Russell Dalgleish: Andrew Carnegie his biography. The book is divided into chapters.
00:54:10.590 --> 00:54:22.290 Russell Dalgleish: And it's it's not until chapter five. Now remember, he goes to America in chapter two. It's not until chapter five that he actually talks about meeting someone who's not Scottish
00:54:23.700 --> 00:54:27.210 Russell Dalgleish: And that's what happens. Our diaspora is there to support us.
00:54:29.490 --> 00:54:35.490 Graham Dobbin: I'm huge influence is all about support and it's inclusive as well. That's kind of what I find
00:54:35.970 --> 00:54:46.800 Graham Dobbin: So it's interesting. What are the societies, I'm involved with here. The St Andrews society is not just for Scott's it's for people who are sympathetic to Scotland is people here feel that they've got connection.
00:54:47.640 --> 00:54:52.950 Graham Dobbin: And that, I think that that feels like it's a big difference. And it's very important. I'm
00:54:52.980 --> 00:54:56.610 Russell Dalgleish: The most passionate Scottish people are the ones who studied in Scotland.
00:54:57.210 --> 00:55:02.940 Russell Dalgleish: And then went back to that original country that just incorrect because, well, we all remember we studied
00:55:04.020 --> 00:55:20.010 Graham Dobbin: I've got to meet one of the one of the co hosts on here on on discovering new york Jeff Goodman first time I met them. He just said to me, You're from Scotland. I can tell by your accent when I am. He says, Glasgow is the New York of Scotland.
00:55:21.600 --> 00:55:28.080 Graham Dobbin: Really, I said are you sure that New York's not the Glasgow of America. Anyway, actually, I would agree with that. So there was there was a
00:55:28.650 --> 00:55:39.120 Graham Dobbin: There was a real good actually. But so we've only got a couple of minutes left. I'd really love to know what are the three traits that you think are absolutely compelling now leader must have
00:55:40.710 --> 00:55:52.650 Russell Dalgleish: I think the traits are rigorous honesty and most of all being honest with ourselves. Don't try and force ourselves to do something that we're not good at so rigorous honesty.
00:55:53.370 --> 00:55:59.640 Russell Dalgleish: I think openness to opportunity. So the ability to listen to others and learn from them.
00:56:00.270 --> 00:56:12.300 Russell Dalgleish: I learned more from an 18 year old young man. A couple of years ago, then I've met land for any mentor, six years ago, he told me about Airbnb. And he told me about Uber.
00:56:12.870 --> 00:56:23.040 Russell Dalgleish: And he allowed me to be with him when I use those services and never used them before. So openness honesty and the third one's bravery.
00:56:23.970 --> 00:56:30.840 Russell Dalgleish: We have to be brave. We have to take risks, all of us in business took risks when we started
00:56:31.320 --> 00:56:41.910 Russell Dalgleish: But when we started we had nothing to lose. If it worked. It was okay if it didn't work. It was okay but then we start building value into something and we create an organization.
00:56:42.300 --> 00:56:48.870 Russell Dalgleish: And for some reason, we decided to stop taking risks, take those risks, make them calculated
00:56:49.350 --> 00:56:58.020 Russell Dalgleish: Make sure you've got a plan B. But you have to take those risks. So we're going to try this. I remember we blew em, the entire
00:56:58.530 --> 00:57:03.930 Russell Dalgleish: Savings, we had for Scottish business network by going to California for a week.
00:57:04.560 --> 00:57:17.820 Russell Dalgleish: And we thought we would attract hundreds of members and it didn't work at all. We did have great successes to and it really helped us but we just went, we tried it didn't work. We'll try something else. And that's really important.
00:57:18.300 --> 00:57:35.130 Graham Dobbin: So thank you, honesty, openness and bravery, what are the big things that I'm going to take away from this today is the markets always right. Thank you so much for being open and honest and brave and answering questions other than asking us Russell Dalglish
00:57:36.150 --> 00:57:43.560 Graham Dobbin: Thank you very much for being a guest on the mind behind the leadership. Join us again next Thursday for another episode. Thank you.
00:57:44.520 --> 00:57:44.850 Russell Dalgleish: Thank you.