Direction

Direction

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AUTUMN 2017: IOD diary • DIRECTOR DEVELOPMENT • ADVICE AND INFORMATION • NEWS

The official membership magazine of the Institute of Directors in Scotland

Focused on the prize of a new Dundee How the V&A Museum of Design is helping transform the city’s fortunes

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Director of the Year n Behind the Desk n Events

Why lessons must be learned Executive comment: The appalling tragedy of Grenfell Tower highlighted many things - not least the need for leaders to step up to the plate when circumstances demand , says IoD Scotland Chair Susan Deacon cbe

‘Lessons must be learned’. How often do we hear that phrase? Yet, all too often it is said rather than done.

But if ever there was a time where it must surely be translated into practice, it is in response to the horrendous and shameful spectacle of the Grenfell Tower tragedy.

The Moore-Bick inquiry has just begun but it is certain to have wide-reaching implications. Police have already indicated that corporate manslaughter charges are possible in this case – a salutary reminder to all in business and public life.

Detailed insight will flow from the inquiry, but learning and reflection must take place now – not least for those in leadership roles.

The response to the immediate aftermath of the Grenfell fire was a clear failure of leadership. In a country awash with plans, strategies, emergency response protocols and advanced infrastructure, not to mention substantial human and financial resource, there was a comprehensive failure to deliver rapid, practical and co-ordinated support to those affected by the fire.

Be it Kensington and Chelsea Borough Council, central Government or the Mayor of London’s Office – elected members and senior officials alike – failed to grasp responsibility, bring people together in a co-ordinated way or corral resources to deal with the crisis.

It was a screaming example of how all the strategies in the world are as naught without strong and purposeful leadership. On occasion, it resembled little more than an exercise in back covering, blame and rhetoric.

I recall, more than a decade ago, being part of a delegation that visited Sri Lanka months after the devastating tsunami of 2004. After spending time with civic leaders, health officials, businesses and

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The tragedy... was a screaming example of how all the strategies in the world are as naught without strong and purposeful leadership.

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communities, I was struck by how these leaders had ‘stepped up’. They were driven by an absolute necessity to sort things – from arranging temporary housing, through to caring for orphaned children.

When I returned home, I frequently reflected on how, God forbid, we would respond to such an event here. Our way of working had become so consumed with plans and process I wondered if we would have the leadership capability and sheer humanity to develop a practical and collective response. These thoughts returned post-Grenfell.

As to the causes of the fire, while we must await the Inquiry’s findings, we should actively reflect now on our responsibilities, not least to protect human life.

There are legitimate concerns about the excess of regulation and legislation that has mushroomed over recent times - much of which costs time and money and adds little value. But Health and Safety is different. This isn’t just about red tape.

In June, more than 70 leading figures from the health and safety professions wrote to Theresa May demanding a sea-change in attitude towards safety regulation following the Grenfell tragedy. We should listen to them.

Over the years, the UK has raised standards and established clear duties and accountabilities which has protected employees and the public alike. As leaders and directors we need to maintain and build on that.

Consider those great feats of engineering – the, now three, Forth Bridges. Risk can never be eliminated and there was, very sadly, one fatality during the Queensferry Crossing project. But this compares to seven fatalities during the Road Bridge construction 50 years ago, and is in stark contrast to the 73 lives lost building the Rail Bridge a century earlier. That change hasn’t happened by chance but by concerted effort.

Every boardroom should reflect on the Grenfell tragedy and every director should remember that we have a moral imperative as well as legal duties to value and protect human life.

And, when a crisis or tragedy occurs on our watch, we need to be sure that, as leaders, we are able and willing to step up.

Yes, the lessons from Grenfell must be learned.

IoD Scotland & Direction IoD Executive Director: David Watt For email enquiries: iod.scotland@iod.com Web: www.iod.com Address: 10 Charlotte Square, Edinburgh EH2 4DR Tel: 0131 557 5488 Direction is the official membership magazine of the Institute of Directors Scotland and is published on its behalf by: Chamber Media Services, 4 Hilton Road, Bramhall, Stockport, Cheshire SK7 3AG Advertising sales: Colin Regan Tel: 07871 444922 / 01925 879830 Email: colinregan001@ yahoo.co.uk Production: Rob Beswick Tel: 0161 426 7957 / 07964 375216 Email: rob@chamber mediaservices.co.uk Although every effort is made to ensure the accuracy of material contained within this magazine, neither IoD Scotland nor Chamber Media Services can accept any responsibility for omissions or inaccuracies in its editorial or advertising content.

The views expressed in this publication are not necessarily those of the IoD. The carriage of advertisements or editorials in this publication does not constitute an endorsement of the products or services advertised.

Cover: Philip Long is all smiles as the V&A Museum of Design Dundee takes shape Photo: Susie Lowe

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Executive comment

Executive comment: Employee mental health has never been more important than it is today in our fast-paced world – and it’s essential that business leaders have it at the top of their priority list as a result, says David Watt, Executive Director of the Institute of Directors in Scotland.

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ver the summer a story went viral on social media when an employee tweeted that she was ‘…taking a couple of days to focus on my mental health’.

It wasn’t the fact she did this that made the post burn up the internet – it was the response of her boss. ‘Thank you for sending the email’ her supportive CEO said, adding that it reminded him that mental health should be treated as any other illness, and that support is required by bosses to ‘help cut through the stigma so we can all bring our whole selves to work’.

What a leader.

The story, and the overwhelming admiration for the CEO, reminded me that mental health is an issue that touches all of us at some point, either personally or through someone that we know. How we deal with it says everything about who we are – as a person, a friend, a leader or a colleague.

And, of course, it’s not something that can be switched off at work. On the contrary, working environments can exacerbate the issue. When the IoD surveyed members, it found that 54 per cent have been approached by staff suffering mental ill health. Given the frantic pace at which most of us live our lives, it is little wonder that this issue has begun to dwarf other wellness concerns of the 21st century.

The good mental health of workers is surely central to the performance of an organisation, yet when was the last time you talked about the issue with your team, or your board?

Large companies have adapted more quickly to increase awareness of mental health and offer support to staff, but many smaller, more stretched companies do not feel they have the resources to do so. At the moment, when so many things are up in the air, it seems that mental health might be an issue that comes far down an ever-increasing list.

Leaders, managers and boards should have an awareness of mental health issues, and the impact on workers, and dare I say it, their

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productivity too. When shareholder value is a significant driving force behind the business, anything that impacts on it should be addressed to effect marginal gain.

Mental health is an intrinsic part of the health and safety of workers, and good mental health is good for the economy.

At the IoD, we don’t often call for more Government intervention in business matters, but this is an area where some support would be welcome. Helping to arm business owners with the tools they need to develop mental health policies would be a good start – as many just don’t know where to begin.

Each year, 105 million UK working days are lost to mental health issues from stress to chronic depression and everything in between.

The cost is a staggering £1.24bn. In the view of the World Health Organization, mental illness will overtake cancer and heart disease to

become the biggest burden on global healthcare resources within 15 years.

While the Government does have a role to play, tackling mental health is a joint effort between politicians, businesses and the medical profession. As leaders, we must be prepared to take the first step that others will follow.

Whether this means being mindful of our own wellbeing, or being supportive to others by creating a structure and culture in which workers can thrive mentally as well as physically, putting mental health on the agenda is good for business.

The IoD is all about leadership and ways to improve and support members – just in the way good directors do in their businesses all over Scotland every day for their staff and colleagues. Part of that support is caring for mental as well as physical health – it is just what good leaders do.

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Connecting with the membership Meet the IoD team Introducing Kirsty Livingstone, Head of Membership Services and Strategic Relationships at IoD Scotland. We asked her a few questions about her new post When did you start working at IoD Scotland?

I started in this role in May 2017, however I’ve actually been working closely with the IoD for several years and my impression was they were always very professional as well as inspirational in their approach.

In my previous role at Lloyds Banking Group, I managed the strategic partnership between the business and the IoD, so it felt like a very natural step to join them.

What attracted you to the role at IoD Scotland?

Well, my core skills are based in business development and marketing, and I thrive on building and nurturing long-term relationships, which is key to this role. I’m passionate about promoting the fact that the IoD is an inclusive organisation, and that we can create bespoke events, courses and sponsorship packages for our directors and partners, tailoring it to whatever they may need.

A great example of this is our 99ers network; the owner of a business in its infancy stages may benefit from the advice and guidance of more experienced directors and the IoD opens the door to these conversations through events shaped to facilitate these connections.

It’s about helping to create mutually beneficial relationships which will enhance the skills of a director.

What will your role involve on a day-to-day basis?

My core focus will be on attracting new members as well as keeping our existing members engaged. I’m very keen to ensure that all members are getting great value from their membership – whether that means encouraging use of the facilities or keeping them informed about events or updates on benefits.

I’ll be working closely with our branch chairs and committee members to ensure we maintain a local approach while sharing best practice on what is going on around the country and nationally.

Kirsty outside the IoD Scotland main office at 10 Charlotte Square, Edinburgh

In addition, I will be building on the long-term partnerships with organisations and creating new ones where we have shared values and common goals to support directors in business in Scotland.

What’s your long-term aim for members?

I’d like to improve connectivity across the nation, using technology to encourage the sharing of resources and information across the IoD as a whole. I think it is important to encourage peer group learning, and discovering what works best in each branch, so we can adopt best practice and ensure members are receiving a high standard of service, tailored to their needs and geographic location.

‘I’m passionate about promoting the fact that the IoD is an inclusive organisation, and that we can create bespoke events, courses and sponsorship packages for our directors and partners, tailoring it to whatever they may need’ WWW.IOD.COM

What makes you great for this job?

I’m a strategic thinker – I like to look at the long term, and I am solutions driven. I think these are important qualities to have, as it encourages me to look at the bigger picture and answer the overarching question of ‘How can we make this the best organisation for our members?’, which is always an evolving process.

I am also an active listener and am very keen to get feedback from members and nonmembers on our membership offering to ensure its fit for purpose to ultimately improve our economy by providing help, support and guidance for directors and other business leaders.

Get in touch

You can contact Kirsty on 0131 557 5488 / 07814 386129, or email her via kirsty.livingstone@iod.com

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News

Record growth for booming Brodies Brodies LLP has reported 2.4 per cent growth in the financial year ending April 2017, taking revenue to a record £66.7 million. Over the same period, profits before partner distributions rose by 2.6 per cent to £31.7 million and the firm’s cash balances increased by 14.4% to £18.2 million.

This was the seventh consecutive year of revenue and profit growth for Scotland’s largest law firm, and was achieved through ‘continued investment in services for its clients despite the political and economic uncertainty that followed last year’s Brexit vote’.

Bill Drummond, Managing Partner of Brodies, said: “All in all, it has been a very busy and at times quite dramatic year for Brodies and our clients, which underscores our satisfaction in recording another year of enhanced business performance for the firm across a number of measures.”

Crowdfunding for Care Care sector start-up StoriiCare has launched a £300,000 crowdfunding campaign to help revolutionise the care industry with its ‘Facebook for care’ service.

StoriiCare’s founder & CEO Cameron Graham said: “We originally started off as a life story app solely for reminiscences, then after listening to feedback and requests from our first clients, we realised there was so much more we could add to improve the quality of care provided.”

“Families can connect with their loved ones’ profiles from around the world and add life story content, such as photos, videos and music playlists. Care staff then use this to aid their understanding of that person’s life, and for direct reminiscence therapy. The results have been amazing.”

Armchair view of a canal ‘wonder of the world” Armchair explorers are now able to take a digital turn on the world’s only rotating boat lift, or a desktop trek up Scotland’s longest lock flight, thanks to an innovative partnership between Scottish Canals and Google’s Street View.

Scottish Canals’ Asset Inspection team have been treading the towpaths, capturing over 137 miles of panoramic views. They’ve been using Google’s latest technology, the Trekker – a fourfoot, 40lbs backpack which has been fitted with a 15-angle lens camera designed to take 360 pictures every 2.5 seconds.

Andrew McSherry, Head of ICT at Scottish Canals, said “Scottish Canals is delighted to team up with Google to bring our 250-year old waterways to a virtual audience.

“The Trekker has been ideal for the narrower towpaths and bridges of Scotland’s canals and allows us to show off some of the more hard-to-reach places along the canal network as well as the sights known the world over.

“We’re delighted to be able to offer virtual visitors the chance to stand in the shadow of The Kelpies or take a turn on The Falkirk Wheel on Street View.”

Glenmorangie lands the gold Glenmorangie has bagged seven gold medals for Scotch whisky in an acclaimed competition which celebrates the very best of the spirits industry.

Glenmorangie’s signature expression, Glenmorangie Original, upheld its industry reputation at the annual International Wines and Spirits Competition (IWSC), with the perfectly balanced spirit being awarded a gold medal.

Six other whiskies from the Highland distillery’s range were also awarded gold.

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Dr Bill Lumsden, Glenmorangie’s Director of Distilling, Whisky Creation and Whisky Stocks, said: “Glenmorangie Original is the cornerstone of each and every Glenmorangie whisky and it’s an honour to receive continued recognition from a globally respected competition.

“All of our whisky range is skilfully and passionately created, so it is a wonderful reflection when we receive such positive, independent verification from the prestigious IWSC.” WWW.IOD.COM

Sky-high networking with Emirates Emirates’ newly revamped A380 Onboard Lounge has made its operational debut on a flight to Kuala Lumpur, marking the ninth anniversary of the airline’s award-winning A380 service.

The Onboard Lounge was introduced on August 1, 2008 and has since become a mainstay of Emirates’ double decker aircraft – and is arguably the most popular social spot at 40,000 feet.

The latest makeover of the lounge, inspired by private yacht cabins, features a more intimate and social area. With a clientele made up of the A380’s Business and First Class customers, the exclusive lounge accommodates 26 guests and serves the finest food and wines from around the world. The six wines on offer differ by destination but a champagne offering of Moët & Chandon or Veuve Clicquot is always available.

Emirates has over 6,000 crew trained as mixologists who can whip up 14

cocktails such as its signature Bloody Mary or a non-alcoholic Apple Spritzer.

The lounge also stocks fine spirits such as Hennessy XO Cognac and Chivas Regal 18-year-old Scotch whisky. It also serves over 18 different bar snacks, the most popular of which are the smoked salmon bagels and fresh fruit skewers.

A 55-inch LCD screen gives customers the latest flight information, or live TV broadcasts of the latest news or sports updates. Emirates has also recently expanded its Wi-Fi offering to give patrons of the lounge who are Emirates Skywards members free Wi-Fi throughout their flight.

Emirates flies the A380 to 48 cities on six continents. The latest cities to join the A380 network this year are Sao Paulo, Casablanca and Nice. Emirates is the world’s largest operator of the A380 aircraft with 96 in service, and a further 46 on order.

The stunning Onboard Lounge aboard an Emirates A380

FM welcomes apprentices looking to creating real change The Royal Botanic Garden Edinburgh played host to The First Minister in July, as she launched the ‘Life Chances of Young People in Scotland’ report. There she met a group of Modern Apprentices from Wheatley Group, whose lives have been turned around by the opportunity to develop their skills.

Author of the report, Naomi Eisenstadt, the Scottish Government’s Independent Advisor on Poverty and Inequality, says there is much to be optimistic about in Scotland, with improving school performance, low youth unemployment and more young people than ever before leaving school with a positive destination.

Yet, she argues, life outcomes are largely still determined by the wealth and social class of our parents.

A spokesman from the Wheatley group said “We have been working hard, with our partners, to support young people from our communities to get on the career ladder and improve their life chances.

“One of the most effective ways has been our Modern Apprenticeship scheme, funded through our charitable trust, the Wheatley Foundation.

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First Minister Nicola Sturgeon chats to the young apprentices from the Wheatley Group To date we have created 284 Modern Apprenticeship places both in housing and administration and more recently in environmental work.

“The apprenticeships give young people from

our communities on-the-job learning, a qualification, a wage and help with travel costs.

These opportunities have helped countless young people facing real barriers turn their lives around.”

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Downtime

Hobbitses in the Gardens?

A grass-topped design nicknamed the Hobbit House has won a £25 million contest to replace Edinburgh’s Ross Pavilion.

The new bandstand, in Princes Street Gardens, will blend into the folds of the landscape and is expected to become the global focus of future Hogmanay celebrations. There will be a new Ross Pavilion and indoor visitor centre.

Organisers of the five-month contest, which was backed by the city’s council and heritage bodies, described the vision as a “beautiful and intensely appealing” proposal that would enhance “one of the world’s most creative settings for live performance”.

Dig these Scottish ‘Hidden Gems’ From Viking-carved stones in Govan, to one of the UK’s oldest surviving cinemas, six sites across Scotland have been awarded the status of ‘hidden gem’ following a public poll by Dig It! 2017, the year-long celebration of archaeology. The six are:

1. Govan Stones, Glasgow

This collection of 31 medieval stones carved in the Viking era includes carved crosses and five Viking hogback stones.

2. Ardrossan Castle, North Ayrshire

This medieval ruin once played host to some of Scotland’s most powerful people, including William Wallace.

3. The Howff, Dundee

A favourite haunt of Dundee locals, this 453-year-old graveyard today is considered to house one of the UK’s most important collections of gravestones.

4. James Watt Cottage, Bo’ness (Falkirk)

Fourth place was awarded to the former workshop of the inventor James Watt, whose steam engine played a key role in the Industrial Revolution.

5. Campbeltown Picture House, Argyll & Bute

This picture house, built in 1913 was one of the first purpose built cinemas in Scotland.

Iconic Ivy spreads into Edinburgh

In just a few weeks’ time, iconic restaurant The Ivy will be opening its first Scottish eatery in the heart of Edinburgh.

‘The Ivy on the Square’ will offer all-day dining, from breakfast to dinner, via brunch and afternoon tea. In traditional Ivy style, as well as accepting reservations, tables will be held back for local diners to walk in and enjoy the restaurant’s offerings throughout the day.

Alongside space for 130 diners, there will be a mezzanine terrace with views across St Andrew’s Square for a further 30 people.

The Ivy on the Square is due to open in early autumn.

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6. Lincluden Collegiate Church, Dumfries & Galloway (above)

This stunning church was founded in 1160, and despite much of it being in ruin, revellers can still see the original carvings of cherubs and angels in the stone.

From zero to hero – in just 10 years The evolution of the iPhone On January 9th 2007, Steve Jobs unveiled the first ever iPhone. Prices started at $499, and it boasted a 2mp camera. The following year, the iPhone 3G was launched – cheaper, faster and with a longer battery life.

June 2010 saw the iPhone 4 and first redesign of the handset, the soft curved edges of the 3 become angular and sturdy.

This reincarnation also marked the arrival of a front-facing camera and FaceTime. iPhone 5 arrived in 2012, bringing with it a bigger screen than its predecessors.

The 5s quickly followed, introducing us to fingerprint recognition and motion sensor technology that would open the door to countless health and fitness apps.

When the iPhone6 launched in 2015, Apple was in the habit of offering two at a time. The 6 and, a few months later the 6s, both had a “plus” counterpart with a large 5.5 inch screen.

The “6” range had 12mp

camera, and the ability to record video in 4k.

The most recent addition to the family is the 7 (and of course, the 7s). This eliminated the click of the home button as well as the headphone socket, a controversial move in many customers’ eyes.

2017 marks ten years since the launch of the first iPhone. This month will see the tenth iteration of this device – the iPhone8, with rumours of wireless charging, waterproofing, and perhaps even a 3D camera. One thing Apple excels at is surprising us, leaving tech experts only able to guess at what evolution we will have to play with come the September launch.

What’s next for the iPhone? Find out this month WWW.IOD.COM

IoD news / Behind the Desk

Behind the Desk: Finding out what makes leaders tick

Julie Ashworth: Be brave and give your people all the time in the world Name: Position:

Julie Ashworth Executive Chair, Clear Returns MD, Broadreach.

Career History 1985-1996 Tesco.

1996-1997 Circumnavigator, Clipper

Ventures Around the World

Yacht Race.

1998-2001 Retail Director,

Liberty of London 1997-date MD Broad Reach Retail Consultancy 2003-2005 Executive Partner IBM EMEA 2007-2009 Retail Director, The Spirit Group 2014 - date Executive Chair, Clear Returns

What is the greatest recurring challenge you come across in your role, and what is your strategy for dealing with it?

As a business leader, I am constantly faced with having to make decisions in volatile, uncertain, complex and often ambiguous situations. I appreciate we are in the ‘age of acceleration’, and our business is all about big data analytics, and change is the norm.

So, what is my strategy for dealing with it?

Well, that is quite simple. I recruit and work with some of the best brains in the business, and it is my job to bring the best that they have out day to day. The better I am at engaging them, provoking their thinking as well as encouraging their thinking to be articulated, then clearly the better the quality of my decision making.

I never sit back on this. I work tirelessly to ensure I do my best here. I have regular meetings, ranging from the informal ‘catch ups’ to the regular quarterly reviews. When faced with consistently changing situations, you cannot over-communicate.

Who or what drives you or inspires you?

I remember someone, a long time ago, passing me a copy of Peter Drucker’s wonderful book The Effective Executive (a timeless classic), and one of the key messages in it was that you should always make your people feel as if you have ‘all the time in the world for them’. That has been my mantra since, and as hard as it is to do, I have tried my utmost to live it as fully as I can. This, more than anything, has paid dividends.

I am very much driven by a sense of wanting to make a difference with whatever I do. In the world of business, I fundamentally believe that

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our product is fantastic, and will make a massive difference to our retail clients. As a leader within my organisation, I want people to flourish and feel good about themselves. I know if I employ the right person with the right skills and strengths that we can nurture and develop that talent to achieve that vision.

This is something I don’t take lightly and appreciate the huge privilege of my position.

When we make an intervention in an organisation whether with technology at Clear Return or a leadership intervention with Broad Reach, it is vital to me that it makes a difference and the organisation is better for it.

learnt so much from it, and avoid the mistakes.

I recognise what has worked well and what I could have done more of.

I try to remember that there is formal learning (for example, IoD and its Women on Boards strategy does a great job of leadership development of directors). However, it is important to make time always to think and draw learning and insights from your latest experiences. I remember Charles Handy once saying that experience without reflection is the learning that’s lost.

What make a good leader great?

Technology is playing a transformative part in all sectors and businesses, including retail.

If you think of how you shopped only five years ago, it’s very different to today. Young people shopping via Instagram on mobile devices, Amazon delivering by drone - and this rate of change will not slow down.

A good leader serves his or her people, inspiring their self-belief, instilling confidence in them, and bringing the best that they have to the fore. I remember listening to Larry Sullivan (the Coins Foundation) who laboured the point that everyone has the right to feel good about themselves, and I believe it is every leader’s mission is to do just that.

A good leader becomes great when they can engage everyone in the room, to bring their voice to bear, to listen with dignity, to value everyone’s contribution and notice and then do something about anyone who is not contributing.

Have you had a mentor, and what did he/she add to your development?

I have not had an official mentor, but I have had many wonderful people who have actively influenced my career. Back when I worked for Tesco, the then Managing Director, David Malpas, was unsurpassed. He believed in me and showed me that failure was something to be embraced.

Audrey Mandela has recently acted as both sounding board and reinforced the absolute impact of good governance.

A couple of years ago Jo Swinson was on our Board. She is tenacious and will never take no for an answer. She never saw any hurdle too high or any barrier too great, so now I find myself thinking, ‘what would Jo have done’?

Even leaders aren’t the finished article.

What’s next in your leadership development journey?

At the end of a role, hindsight becomes the most marvellous thing. Oh, I often wish I could go back to every assignment, because I’ve

What is the next big thing that will transform your sector?

What technology do you rely on?

I would not be without my iPad Pro, my iPhone and Apple pencil and notebook.

They are essential to enable me to function in the busy world where the world never sleeps.

Best thing… my Apple pen, which bridges a gap between writing notes and staying connected to the technology. Irreplaceable.

What is your favourite social media platform, and what does it bring to your business / organisation?

For business, Twitter is essential. It brings me contacts and information from a wide and diverse field of individuals who have credibility, respectability and depth of knowledge.

What needs to be fixed?

Homelessness – it’s impossible to walk from one end of Edinburgh City to the other without passing a dozen or more homeless people and Edinburgh is no exception to other cities such as London or Manchester.

As business leaders, I believe we all have a part to play to encourage partnerships such as these, and see them success.

What advice would you give your younger self?

Easy - Be braver, do more and don’t be bound by what society thinks you should or should not do. Don’t try to be right – just do it!

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Breathing Fresh Air into Business Upskilling the way Directors think, engage and act together Every day is a school day! Enjoy these upskilling ideas drawn from the experiences, journeys and programmes we create for Boards, executive teams and senior leaders. #1 One trick leaders!

Successful leaders navigate multiple, concurrent contexts by deploying appropriate leadership strategies. Others blindly deploy the one strategy that served them well in the past. When this fails, they point the finger at that process, that person, etc. It’s a fruitless approach at best, destructive at worst. The Cynefin Model (Snowden, 2007) is a great guide for leaders and teams operating in multiple contexts.

More at: https://youtu.be/N7oz366X0-8 #2 Future value Successful leadership teams balance the issues of the day with a focus on creating future value.

This IoD-based model helps directors visualise the landscape they need to own. See: http:// freshairlearning.com/wp-content/uploads/ 2017/09/What-does-your-Board-do.pdf #3 Place is important Recognise this? You print off your flat papers, walk a flat corridor, sit at the flat Boardroom table, and look at a flat screen. What kind of conversation

ensues? Stay in the boardroom for operational decision meetings but get off-site if you want to explore big challenges and generate fresh ideas. Hire experienced facilitators for big conversations. Go somewhere inspiring. Not another room with a flat table! We use the outdoors a lot. See why: http:// freshairlearning.com/wp-content/ uploads/2016/04/why-outdoors.pdf #4 Building trust Appreciating one another as real people rather than a bag of dodgy assumptions creates the conditions for trust. This in turn provides a springboard for courageous and creative conversations (Lencioni, 2002). Try this. Give everyone 3 minutes to prepare a 3-minute presentation on 4 things that shaped them, 3 things that light them up, two ways to get their attention, and one thing that nobody could possibly guess about them! You will be amazed! #5 Real conversations Great conversations have 4 “voices” (Kantor, 1995) where everyone is super-aware and adopts one or more of the missing “voices” when required: (1) Mover, eg, “I believe we should do this…” (2) Opposer, eg, “What about this way…?” (3) Builder, eg, “And if we added this….” (4) Bystander, eg, “I am noticing that we could be bolder about…” Without Movers

there is no direction; without Opposers there is no correction; without Bystanders there is no perspective; and without Builders there is no completion. Give it a go! #6 Workplace innovation Appreciative Inquiry (Cooperrider, 1987) is an effective and scalable way of generating boardroom and workplace innovation by focusing on possibilities rather than being mired in problems. Try these 5-steps: (1) Identify a theme, framed in a positive way e.g. “Operating at our very best as the go-to suppliers of X.” (2) Celebrate what is already strong. (3) Imagine the great things being said about you when you are at your consistent, awesome best. (4) Look back from this future to imagine/identify the innovative steps you cleverly took. (5) What projects/activities will you approve right now to get moving and make this real?

Enjoyed these? Get in touch.

We are based in Scotland.

We’d love to hear from you.

Dave Stewart, Managing Director Chartered Director and Fellow IOD

The Fresh Air Learning Company is on a mission to breathe fresh air into the effectiveness and resilience of Boards, senior teams and leaders. Why? We know how shifts in self-awareness, trust, collective thinking, courageous conversations, and powerful storytelling can lift an organisation. Been there. Done it. And now helping others dodge the risks and leap ahead of avoidable underperformance. How? Bespoke experiences, journeys and programmes. Outdoors. Indoors. The right place for the client. Powerful. Unforgettable.

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0800 052 7900 @FreshAirLearnCo info@freshairlearning.com www.freshairlearning.com

Direction spotlight: Philip Long, Director, V&A Museum of Design, Dundee

Philip’s focused on the prize of a new Dundee Philip Long opens up to Direction’s Rob Beswick on the tough task of long-time project management, keeping staff motivated and questions over budgets and over-runs as Dundee’s ground-breaking V&A Museum of Design nears completion

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nyone tasked with managing a work project over a one or two-year timescale knows how challenging it can be. Staying focused over such a long period, driving your team on through the days when it appears no progress is being made, maintaining everyone’s enthusiasm and keeping the overall objective in sight … all while guarding against complacency on delivery dates and remaining vigilant over costs. A tough ask for anyone.

Now take those challenges but up the ante: make your delivery date six / seven years hence… put the whole project in the public domain and in the eye of the media… and oh, drop it in during a period of economic austerity, when someone is ready to comment on every public penny spent.

Welcome to the world of Philip Long…

Six years ago he was enticed from his role as Senior Curator at the National Galleries of Scotland to head up Scotland’s most ambitious cultural capital project for decades: to open the world’s first V&A museum outside London, V&A Museum of Design Dundee.

To do so in the heart of traditional centres such as Edinburgh or Glasgow would be hard enough but as everyone knows, those iconic cities were not to be the home of this eyecatching project. Rather, Dundee was an economically depressed city that outsiders may have thought seemed ill-equipped for a capital project of this scale and complexity.

Yet for Philip it was the chance of a lifetime, to be a cornerstone in a city-wide economic regeneration plan that would transform its host city in a way rarely seen in the world, let alone in Scotland or the UK. Dundee was to be our Bilbao: that proud Basque city that gained new life from the jaw-droppingly ambitious decision to site a new Guggenheim Museum in its heart.

It’s a comparison Philip has heard many times in the six years since he came to Dundee and he acknowledges the similarities. “When the deal was struck to bring the V&A Museum of Design to Dundee it was understood that this was a project planned for a city that in the past had experienced significant difficulties,” he told me. “Its traditional industries had been hit

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hard. But the city council wasn’t prepared to let that continue. They had a plan to rebuild the city, with its old waterfront at its heart. In the centre of the regeneration was to be V&A Dundee.”

It is fair to say that the project has had its fair share of criticism as well as plaudits since Philip took on his role in 2011, with dark mutterings of budgets being blown and project over-runs. They are criticisms Philip tackles head-on. “It is the nature of these ambitious projects that they have challenges. The ambitious winning design submitted for the museum in 2010 was over budget when tenders were received, so we went back to the drawing board, developed the designs and then looked for additional funding. We worked with the McClelland Report (which helpfully investigated the position) to make sure the project could continue with confidence, and raised the extra money we needed before committing ourselves to the project. We weren’t on site until we had commitments to the funding needed based on actual tenders.”

Since the final design decision was taken, budgets have been met – something that is unusual in any big capital project. “Excuses

For Philip, this is clearly so much more than a job – but has that long gestation period caused problems? “I’ve maintained my focus because I’m so passionate about the museum. I understand its importance to the city and believe we have been given a chance to develop something that’s very special indeed for its people and the wider public.”

But back to the start. 2011, and one imagines Philip walking into a near empty room at Dundee City Council as he began his role as Director of V&A Museum of Design Dundee.

First, ‘museum’… is that the best way to describe what we all hope will be an exhilarating and modern collection of exhibits drawn from design geniuses from around the world, but with a particular focus on Scotland?

“Yes, we’re proud to call ourselves a museum. Museums are far more than displays of objects from the past; they are places where all people can go and celebrate their past and use the objects they see to help us understand who we are, where we’ve come from and help prepare us for the future. Museums have a vital ongoing part to play as a contributor to society; they are such a familiar part of our landscape that they are perhaps not always recognised for

‘We’re proud to call ourselves a museum. Museums are not just a collection of musty old objects; they are places where all people can go and celebrate the past and use the objects they see to help us understand who we are, where we’ve come from and prepare us for the future’ should not be made for cost over-runs, but it is an inherent risk in projects where something new is trying to be achieved”, Philip says, “particularly with ambitious projects”.

The time taken to bring the V&A Museum of Design to fruition – 11 years, from initial soundings to door openings – is typical of such a cultural project around the world, he points out – but that doesn’t make him any less eager for next year to come around, when he can welcome its first visitors. “We’re in the final stages; the main contract on the building will be completed early next year and we have our first exhibitions lined up – and they’re very exciting!”

the role they can play within our community.

“We have thought very hard about the relevance our exhibits will have for our visitors.

We want people to come and interpret the past through design to help make sense of the future. And we want to offer as many opportunities as possible for people to get involved in design.

“So, we’re proud to be using the name ‘museum’ – museums remain very relevant and at their best can inspire and change lives.”

As to motivation, “from the very start we’ve had a vision of what we wanted to realise through V&A Museum of Design Dundee.

That’s not to say there haven’t been challenging WWW.IOD.COM

Philip Long as the V&A Museum of Design:: takes shape: ‘We’re in a stunning building:: which is now very evident and is:: motivating in itself, but it’s also our vision:: for the organisation that’s very exciting to:: be involved with’::

moments along the way. What we’re doing, after all, is creating a new organisation from scratch.

That is daunting, but that has also given us a clean sheet, with the potential to develop the project in so many ways.”

Daunting? “Yes, there are moments when it can be. It’s a very substantial task, which has needed excellent project management, which fortunately we have. My role especially has been to keep the team inspired, motivated and focused on the ultimate goal throughout the long haul.”

Philip’s excitement for what lies ahead has clearly been a mainstay of the overall concept, for he believes that when the wraps come off the final museum, “what we’ll have will be extraordinary.”

“We will be in a stunning building which is now nearing completion. That is motivating in itself, but the building is of course only part of the project. Beyond that, there is a compelling reason for V&A Dundee to exist, which has helped us through challenges, and which has helped us attract us support. That, combined with Kengo Kuma’s magnificent building makes WWW.IOD.COM

it a very exciting project to be involved in.”

The eclectic nature of Philip’s role has brought him into contact with a host of experts from different disciplines, a process that he has thoroughly enjoyed. “At National Galleries I was involved in capital projects but not on this scale.

My role has brought me into contact with such a wide cross-section of people – from the artists and designers who will be working in our exhibition spaces to architects, builders, philanthropists, funders and people from across government. It’s been wonderful to meet these people, all with essential contributions to make, with a responsibility to orchestrate all of this as best as possible to a common goal.”

This brings its own challenges for the project leader, though. “It’s been important to make sure all our partners have a voice that fits and is balanced within the overall project vision, and that each of our partners’ contribution is respected. It’s been fascinating developing that process, working with a team full of the most amazing skills vital to the realisation of V&A Dundee.”

“It is complex: multiple partners, multiple

funding streams, but at the end of the day the importance of a single vision should pull all that together, one which is aspirational, inspirational and practicably deliverable, one which multiple partners feel happy to sign up to.”

As to the vision: “We have multiple objectives at V&A Dundee, but fundamentally our goal is to enrich lives through design. V&A Dundee will be put to work to help people understand why good design is important every day in people’s lives, in the past, today and in the future, and to make opportunities from this.

Vitally too, it is about making a significant contribution to this city and to its regeneration, and therefore to Scotland more widely. We want to help build ambition and build learning opportunities for people locally and further afield.”

Perhaps the biggest motivator isn’t the museum itself but its potential impact on Dundee. “When we open we want to attract people to the area to enjoy the museum but also to enjoy the region’s other great attractions.”

Continued on page 14

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Direction spotlight

Continued from page 13 The masterplan sees V&A Dundee as a cornerstone of a wider economic regeneration programme – but is such a grand scheme best served by a cultural project which, it could be argued, serves a fairly narrow public interest group? Why not build economic regeneration around a new business park, for instance?

“There is often scepticism around major capital investment projects, especially cultural projects, which can be seen as the preserve of the few. I understand that and so we have worked very hard to build support and make sure there is an understanding that this project goes well beyond a narrow cultural experience, and instead has universal relevance.

“And I believe this has worked. If you look at how the museum is perceived by the people of Dundee, it’s overwhelmingly positive. Our newspapers describe it as ‘our pride and joy’ and our audience surveys show a genuine interest and increasing levels of awareness across the country.

“As well as fantastic support from within the city, we’ve also brought new funds in from many sources: Scottish Government, UK Government, heritage funds, regeneration funds, many private donations, money coming here especially because of the museum development.”

The project is also acting as a champion for Dundee: “The idea for the project was founded by local people. Its original champions were the local council and our two universities. There’s now a wide recognition that Dundee is a fantastic place to live and work, that it has moved on from its difficult years. This project helps provide a symbol of that new ambition, helping to contribute to the city’s selfconfidence.

“We don’t want the museum to just be a great cultural experience, we want it to help people broaden their horizons and use it to develop their own careers.”

So what concerns him? “There is great anticipation for our opening, and a natural fear is meeting people’s expectations. I want this to be a great success, a success for everybody that has made such a commitment to it. The pressure on all of us therefore is considerable but we do take confidence in the way the museum is developing.”

With any project of this length, establishing a good communications strategy has been vital, and not just keeping people up-to-date with bricks-and-mortar progress. “We’ve been running educational outreach sessions for some time, going out on the road as a ‘museum without walls’.

“Our pre-opening strategy has seen the learning team develop programmes to get people directly involved with learning opportunities linked to design. From the beginning part of our planning has been to have a conversation with people about what they want, not just telling them what we might offer.”

Putting the museum at the centre of Dundonian life is a bold strategy and one that brings with it the inevitable comparisons with

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‘For this to work, our management has had to be as creative as the designs we want to exhibit. There has to be room for everyone to have their own voice and be heard. All our staff feel empowered to take ownership but they know that responsibility ends with me.’

Bilbao in Spain, where the opening of the Guggenheim Museum prompted an economic regeneration that continues to this day. “Bilbao is an interesting example for Dundee but we have to be very careful comparing ourselves at this stage, as Bilbao has been an extraordinary success. Plenty of places have tried to emulate the Bilbao model and haven’t achieved that.

“What I would say about Dundee / Bilbao comparisons is, take two cities which had witnessed enormous industrial decline after the Second World War but had the guts and foresight to go out and develop a relationship with an extraordinary cultural institution known throughout the world. And from this develop ambitious cultural projects in cities that were perhaps not the most favoured ones in their country, cities where such ambition might not be expected. That is Bilbao. It is also Dundee.

“People who visit us are struck by our sense of ambition and energy. Dundee is bidding to be the European Capital of Culture in 2023: that’s Dundee, rubbing shoulders with Leeds, Nottingham, Belfast. If you had said, ten years ago, that Dundee was in the running to be the European Capital of Culture, people would have, shall we say, raised an eyebrow, but that’s where we are now.”

That ambition isn’t confined to the V&A Museum of Design, either. “The city is alive with new developments – hotels, new restaurants, a new railway station, a redeveloping docks winning new contracts. There’s a real sense of

everyone putting their shoulder to the wheel and backing ‘project Dundee’.”

What has made Bilbao such an icon isn’t just its initial impact, it is its longevity, too, as the Guggenheim has retained its appeal for over 20 years. Can Dundee follow that lead? “Long-term sustainability has always been a main priority but it’s not something I’m afraid of as I know what we have planned in our programme.

“We will bring regularly changing exhibitions to Scotland from the V&A’s fabulous programme, and alongside this tell the extraordinary story of Scotland’s creative design. Our permanent galleries will champion Scottish designs and designers and talk about their global impact in areas as diverse as engineering, shipbuilding, car design, clothing and the digital world.

“We will also generate our own exhibitions with international partners, building new connections that the city can take advantage of.

“We’ll have an exciting programme featuring numerous ways people can get involved, workshops, talks, lectures and a whole host of other events, that will have people wanting to visit again and again.

“Our opening programme is set but we’re not announcing it until nearer the time of opening. I can tell you it’s very exciting and I am very proud of the job the team is doing in bringing this together, while at the same time bringing the building and our new organisation into being”.

“I don’t see V&A Dundee as just a visitor attraction. It is a major new centre which will passionately addresses our understanding of why design is important in people’s lives. We want to explain how design, whether it home-grown talent or from elsewhere around the world makes a difference to all of us every day.

“Design has a vital purpose. Good design makes a life-enhancing contribution – bad design can be damaging and even lifethreatening. We want to tell the story of the benefits great design can bring.”

The economic case for creativity and design is well made and the museum will champion it, Philip says. “Design is an important part of WWW.IOD.COM

Taking shape: The museum is already a talking point for Dundee, and a great motivator for Philip and his team Images courtesy (top) Ross Fraser McLean and right, Rapid Visual Media

economy as a whole. Creative industries – and by that I don’t mean the traditionally defined creative industries, but all businesses that are creative in the way they think – are more innovative, profitable, more sustainable and better employers.

“We are establishing Design for Business, a programme for businesses that encourages wider understanding of the design-thinking process, enabling them to use design creativity as a fundamental part of their business process.”

For Philip, managing this cultural juggernaut on its steady journey from the drawing board to opening night has been an inspirational ride, but one that has placed a great emphasis on his own leadership skills. To manage such a process, “ the direction I have taken is to be consultative, motivational and inspirational.

There are so many strands to hold together, and with such a pressure to deliver across a long period, renewed motivation is vital if everyone is to continuously give their all.

“I’ve focused on bringing everyone together.

Leadership of such a project has, of course, its challenges and I have learnt a great deal along the way, particularly the responsibility to balance a consultative, creative approach with clear responsibilities and decision making.

Being quick to understand when there are difficulties, not be afraid to say so, identify WWW.IOD.COM

solutions and act upon them is an essential quality in projects such as this!

“For V&A Dundee to be a creative institution that inspires all who will visit, our management approach has had to be as creative as the designs we want to exhibit. There should be

V&A Museum of Design, Dundee Construction of the museum is being led

by Dundee City Council, with project management from Turner & Townsend.

Its stunning exterior features curving concrete walls created by hanging 2,500 pre-cast rough stone panels, weighing up to 3,000 kg each and spanning up to 4m wide. Their design is a tribute to Dundee’s local landscape and give the appearance of a towering cliff face.

There are 21 separate wall sections, with no straight external walls.

Inside, V&A Dundee will offer 1,650m² of gallery space.

The total cost of design, construction and fit-out is £80.11m.

room for everyone to have their own voice and be heard, and that was especially the case in our early days when we were a very small team. Our staff is larger now as we prepare for opening, and it is a daily pleasure seeing the difference it makes to the project as we bring in the expertise, experience and skills needed to run a new museum in the 21st century. But also, ultimately, responsibility ends with me.”

That leads to the inevitable ‘what keeps you up at night’ question: “Probably when the project looks like becoming disjointed and runs the risk of losing momentum, which is discouraging to all. It’s difficult when you have multiple strands that need to be developed and multiple dependencies stemming from them – all have to be joined together to fulfil our one vision. It’s challenging but we’re making it work, not just for the museum but for Dundee, too.”

“We have an amazing history of creativity in Scotland and the V&A will celebrate that and help people learn from it.

“If we understand how creative we have been as a nation, then that puts us in a much stronger position to be highly creative in the future, and more enterprising.

“That’s more vital now than ever, when we are asking what our future industries will look like and how we’ll handle the economic challenges ahead.”

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Technical briefing

Questioning skills distinguish good leaders from great ones. Choose your method wisely, says Dr David Steinberg Pause for a moment and think about the number of questions you ask each day. Whether you’re a managing director or board member, you ask a lot of questions and often in high-stakes situations.

Now think about how you learned to ask questions. Most people draw a blank.

Questioning skills are typically learned on the job rather than formally in a classroom – a hit or miss proposition at best.

The reasons why we ask questions in the workplace are as varied as the people we engage with. Our method of questioning should reflect the world around us and not be monolithic in design; it should be more of an adaptable framework than a set of ‘Top 10’ prescribed questions that we often see posted on social media sites. Our method should be interdisciplinary, combining principles from the arts and sciences to reflect the wide range of business professionals who rely on their questioning skills. It should win the hearts and minds of others, not just their minds.

If you have professional sales experience, the chances are high that your sales training included a questioning module. The problem is that all sales-related questioning methods have one aim: to close deals.

One popular method stresses building relationships, understanding roles and influencers, and building a consensus for the sale. Another widely adopted method preaches that the best salespeople aren’t relationship builders at all; they provide their prospective customers with deep insights about their business through teaching and reframing.

While the battle of the sales best-sellers rages on, what happens if you want to develop your questioning skills and you’re in marketing, finance, account management, IT, legal, supply chain, human resources and other specialisations?

Questioning skills are particularly important for senior leaders. Michael Campbell, former chairman, CEO and president of Arch Chemicals, notes that while not all board

Question Time members need to have industry-specific experience, they all should have the courage to ask difficult questions in a productive manner.

At the same time, Dev Patnaik at Stanford University argues that CEOs should be the ‘chief question-asker’ in their companies, but as he notes, the CEO has risen to the top not because they have the questions, but because they have the answers.

We humans tend to mimic what we see and hear. Journalists often play the role of prosecutor and cross-examine, rather than interview, public figures using shock-and-awe techniques. The Twitter-sphere lights up with people taking sides and posting memes, yet just how much new information have we learned from an explosive engagement consisting mainly of yes/no questions followed by scripted responses? Not much.

Make no mistake: The journalist’s mandate is indeed to hold public officials accountable for their actions. However, one can hold someone accountable without prosecuting them. Gaining deep insights requires an assertive but collaborative touch, one designed to help the person open up rather than shut down or rely

‘Gaining deep insights requires an assertive but collaborative touch, one designed to help the person open up rather than shut down or rely on talking points...’

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on talking points.

Holding people accountable is also one of the mandates of business leaders, but without the added burden of having to secure a sound bite.

Masterful questioning begins with adopting a mindset that builds trust in others, not walls. It avoids the bad habits of questioning, particularly a heavy reliance on personal or organisational bias or statements that masquerade as questions. It adheres to the principles of crafting compelling questions and sequences, such as using comparative structures and embedding the person’s own contradictions, not yours.

Masterful questioning relies as much on preparation as it does on improvisation.

Although we prepare questions ahead of time, when we’re offered an insight, we need to set our list of questions aside for the moment, draw on our training, and learn more.

A child’s first words typically include ‘why’.

But this does not mean that we all grow up with advanced questioning skills. We can nurture our innate curiosity and become even better leaders by investing in some question time.

Dr David Steinberg is principal at Reykjavik Sky Consulting and a leading authority on asking questions. He conducts career and research skills masterclasses at several UK universities including Edinburgh University, Heriot-Watt University, and Strathclyde Business School. He is a tutor for IoD Scotland.

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Technical Briefing

Developing the young workforce You may have heard the phrase Developing the Young Workforce (DYW) — but what exactly is DYW? In January 2013, the Scottish Government set up The Education Working for All! — Commission for Developing Scotland’s Young Workforce. Through extensive consultations with leading figures in education, business and equalities groups, the Commission outlined the importance of vocational education and its role in the Scottish education system.

Developing the Young Workforce — Scotland’s Youth Employment Strategy (DYW) includes the detailed plans, agreed with local government, to implement the Commission’s recommendations. DYW aims to improve the options available to young people, and reduce youth unemployment by preparing young people for the workplace, giving them the skills that employers need.

SQA Journeys SQA is a key partner for DYW. They are uniquely placed to support DYW because they already work closely with training providers, employers, colleges and schools, as well as local authorities and SDS.

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SQA understand the needs of learners and employers. They can help one group to help the other, with the aim of creating a more qualified, more motivated and more productive workforce.

A wide range of robust, relevant and respected SQA qualifications link directly into DYW. They are designed and continually reviewed in partnership with industry to develop the workplace skills and experience needed in the real working world to make businesses more competitive and Scotland’s economy more dynamic.

SQA qualifications sit at various levels, allowing the learner to move from one qualification to the next or to change paths at an equivalent level.

DYW Regional Support SQA Regional Managers are actively involved in all of the DYW Regional Groups across

Scotland. Every business working with SQA has a dedicated Account Manager who can advise on the best possible journey for enhancing any industry’s young workforce. This single point of contact will take the time to get to know each business and how it works.

SQA can then provide the best possible advice and guidance for qualifications and skills development relevant at a local level relevant to that business.

Working together, SQA and Scotland’s businesses can give Scotland a more productive, more reliable and more skilled workforce.

More about SQA: see www.sqa.org.uk/ journeys

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Technical Briefing

Fighting the rising tide of cybercrime Bill Magee says that too few businesses are taking the perils of cybercrime seriously – despite the eye-watering costs a security breach can involve...

What has Netflix streaming a 40-year-old Hollywood movie got to do with online security?

Answers on a cyber-postcard...

The film in question is the 1976 classic suspense thriller Marathon Man, when Dustin Hoffman is challenged by Laurence Olivier’s nasty Nazi dentist whispering into his ear - ‘Is it safe?’

Ok, the film is pre-internet (not strictly true as the forerunner Arpanet with US defence protocols for ‘internetworking’ can be sourced as far back as 1969) and what’s it got to do with the world of business technology, I hear you’re asking.

Well, everything. They are three words that carry with them such a powerful resonance in today’s commercial world, where a reported data breach appears a daily occurrence.

Ask any organisation – irrespective of size – what their number one daily anxiety is and they’ll tell you: “I hope my data is secure.” Yet it’s like, well, drawing teeth (you’ll have had to see the movie) to get your average company to actually spend money on ensuring its sensitive information remains safe.

Such has been the exponential growth online of cybercrime that Juniper now estimates a

single internet breach can cost upwards of a not so cool £300,000.

Compare this with a mere £3,000 the mobile, online and digital market researcher reveals as a typical company’s average annual spend on cybersecurity.

Worse still, Gemalto’s latest data security confidence index reports an overwhelming 95 per cent of UK businesses operate under a ‘false sense’ in the ability of their perimeter security to keep attackers out of their IT networks Something’s got to give.

Which brings me onto Bill Buchanan. The founder of Edinburgh Napier University’s cyber academy declares: “Your encrypted database is NOT secure!”

The good professor says he is being increasingly asked to review database management systems (DBMS) especially with the General Data Protection Regulation round the corner.

“I’m asked: ‘is my system secure?’ and the reply is often: ‘No!’, to which the company says: ‘But we have implemented encryption on our data, and it’s been proven to be uncrackable.’

“Then I show how a poor implementation of system logs, key management and weak access controls can lead to a large-scale data breach. As was shown with the distribution of the #NotPetya attack, intruders now have a wide

“Juniper researchers say any organisation can reduce its vulnerability through proper staffing and training...”

range of skills in compromising systems.”

With preparation needed now for the introduction of GDPR next May, an organisation better make sure their ‘air gaps’ are covered up and that each and every piece of sensitive data is encrypted and with strong access controls.

An air gap is a PC network security measure employed to ensure a secure computer network, one isolated from any unsecured networks like a public one or unsecured local area network.

On far too many occasions so-called encryption becomes a ‘tick box’ exercise: the chief executive asks the CTO if they encrypt their customer data, to which the CTO replies ‘yes’ and the CEO then replies: ‘Well, that’s good.’

It is hoped GDPR will ensure the true risks of data infrastructures are properly assessed even though it remains the ‘basics’ that must be addressed, such as a weak password.

Better still, go get someone from outside your core team to review procedures and processes.

There are numerous penetration-testing SMEs out there who will give strong and independent advice on risks.

Back to those Juniper researchers; they have picked up on the professor’s ‘insider threat’, recommending that any organisation can reduce its vulnerability through proper staffing and enabling technologies and training programmes that help to prevent the pattern of multiple breaches.

Otherwise you’re likely to finish up ’a-grinding and ’a-gnashing as your enterprise falls on the wrong side of a rising tide of cybercrime reckoned to cost businesses globally an eye-watering $8 trillion by 2022.

n You can catch Bill Magee’s Daily TechPost (most days!) on Twitter #billamagee

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Inside IoD Scotland All the Latest news from the IoD in Scotland Director development Membership benefits IoD Scotland Conference Events Diary Director of the Year Awards

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IoD Scotland Conference

Creativity, adaptability and innovation ... the keys to success In a rapidly changing world, the leaders and organisations who will succeed are those that are fit for the future. Creativity, Adaptability and Innovation must be at the heart of what we do, and who we are. This year’s IoD Scotland Conference will explore how this can be achieved...

Date: Thursday 2 and Friday 3 November Venue: Gleneagles Hotel Cost: From £150 + VAT The IoD Scotland Conference 2017 pulls together some of the most forward-thinking and innovative business leaders from Scotland and beyond, all determined to map out a future that sees the country maximise its potential by building dynamic, creative and inspiring organisations.

This two-day event includes addresses from our panel of keynote speakers, workshops on vital topics from the business world, a Thursday evening lecture by Professor Dame Anne Glover DBE, a Question Time-style panel event in association with The Times Scotland and our traditional end-of-event black tie dinner.

Thursday afternoon/evening

The highlight of Thursday’s conference opening session will be a lecture by renowned academic and biologist Professor Dame Anne Glover DBE. Dame Anne will focus on the conference’s three overarching themes of creativity, adaptability and innovation, but particularly from the position of the scientific community, and will ask how Scotland can continue to compete internationally and help address global challenges.

She will also consider the key question as to whether, in our constantly changing geopolitical and economic environment, the concept of ‘business as usual’ exists anymore?

At the conclusion of her lecture, there will be an ‘in conversation’ session with Dame Anne, with interaction from the audience.

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Earlier in the afternoon, the Conference will open with three workshops.

Do I Need to Develop my Business Outside Scotland?

Many of us aspire to achieve international success but how can we de-risk the process through the development of a creative winning strategy? During the session our workshop leader Russell Dalgleish, Managing Partner, Exolta Capital Partners, will not only share his own experience but also look at the global network of Scots he has developed through Scottish Business Network. Take-aways include: • An approach to develop and deliver an innovative, winning strategy • Why now is the time for Scottish companies to move international • How to adapt your product and service for overseas markets • An evaluation checklist to understand if your business is ready • A simple approach to understand if you’re ready.

Innovative Ways of Raising Finance Friday afternoon will feature a special panel session chaired by former IoD Chairman Raymond O’Hare, on raising finance. Panel members will include Alastair Davis, Social Investment Scotland, and Fraser Lusty from Equity Gap.

Ian Callum

Professor Dame Anne Glover Mastering the Art of Strategic Questioning Delivered by Dr David Steinberg, Principal, Reykjavik Sky Consulting, this taster workshop will offer highlights from his one-day IoD masterclass. Topics will include: • The optimum questioning mindset • Two of the Seven Deadly Sins of Questions • The what-how-why sequence • The secret to masterful questions: Exploring change points • Creating immersive questions to explore change points Is this Post-Modern Capitalism?

In a world that is changing so fast in economic, technological and political terms, is there a new model of society emerging?

The challenges explicit in Brexit and continental migrations, the continual proof of Moore’s Law with the new analytics born of big data and social media, the possibility of a reshaping of Great Britain & Ireland and increasing political sensitivity to social and material divides combine to provide fertile fields for the development of new corporate structures.

Respected board leader and NXD Nick Kuenssberg will explore the emergence within Scotland of such concepts as social enterprise,

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impact-led investment, B-Corp type entities and employee ownership, and will ask whether this could add up a potential post-modern capitalism.

Friday Conference Keynote Speakers

Our keynote speakers reflect some of the brightest and most in-demand creative leaders from Scotland and the UK. • Ian Callum, Director of Design for Jaguar • Shona McCarthy, Chief Executive of the Edinburgh Festival Fringe Society.

• Philip Long, Museum Director at V&A Dundee • Ian Ritchie CBE, Non-Executive Chairman of Iomart plc, Tern plc, Computer Applications Services and Krotos • Sharan Pasricha, Founder & CEO, Ennismore Group All five will deliver their own take on the conference themes, with plenty of time for cross-examining their ideas and philosophies in Q&A feedback sessions after their addresses.

More details on the speakers and their conference themes opposite.

Conference Workshops

There will be four workshops available during Friday, with each delegate selecting two to attend: • Cybersecurity: Securing Board Communications Delivered by: Diligent • Skills for the Future: Work-based Learning Delivered by Skills Development Scotland A Blueprint for Leadership Delivered by Vistage See pg 28 for more on workshops The Times Scotland Session In a repeat feature from 2016’s Conference, we will be hosting the IoD Scotland Forum, in association with The Times Scotland.

What’s really going on in today’s economy and, more importantly, how will it affect the future?

Unknown threats abound, but equally, what are the major opportunities ahead for our businesses? Come and listen to a panel of leading economists and business leaders offering their analysis and opinion in a lively discussion and debate organised in the format of TV’s Question Time.

Conference dinner The conference black tie dinner on Friday evening attracts an influential guest list and is an enjoyable finish to the conference.

We are delighted to welcome Advocate Edith Forrest (right) is our After Dinner speaker, rounding off the event in an amusing and topical style.

Conference Keynote speakers Philip Long, Museum Director at V&A Dundee Scotland has a rich heritage of innovation and design, and the new V&A Dundee, which Philip leads, is an exciting development which celebrates Scotland’s global impact. Delegates will learn more about V&A Dundee and the power of design to create change.

Ian Callum, Director of Design, Jaguar

Ian will discuss his own career journey and the power of design to create change. The automotive sector is witnessing disruptive technology-driven trends like no other: how will these changes impact on what is a crucial component of the UK economy. Should businesses be striving for a purity of simplicity as they adapt and innovate?

Shona McCarthy, Chief Executive, Edinburgh Festival Fringe Society

The Fringe, which is celebrating its 70th anniversary, is a living example of Creativity, Adaptability & Innovation – our Conference themes. As its CEO Shona will share her vision for this world-class event and discuss her previous senior roles as Chief Executive of the Culture Company, leading on Derry/Londonderry’s transformational year as UK City of Culture and Director of the British Council Northern Ireland.

Shona has 25 years’ experience of working in senior leadership positions and was awarded a Eisenhower Fellowship for Innovation in 2014.

Ian Ritchie CBE, Non-Executive Chairman of Iomart plc, Tern plc, Computer Applications Services and Krotos

A true Scots pioneer of the very first web browser, Ian will look at missed opportunities and global successes. What can be done to make Scotland a leading technology nation – and how can we encourage innovation in our business leaders?

Sharan Pasricha, Founder & CEO, Ennismore Group

Sharan’s constant search and energy for new ideas and opportunities have resulted in a career replete with success. Delegates will understand more about his journey and what has been learned along the way.

More conference news - pg 28

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IoD Scotland Conference

IoD Scotland Conference: Workshops Friday Workshops - Topical interactive workshops = Relevant Learning Cybersecurity: Securing Board Communications Delivered by: Diligent

With cybersecurity attacks on the rise and becoming ever more sophisticated, corporate directors must prioritise the security of their communications. Boards should incorporate cybersecurity strategies and regulations into their guidelines, for a complete understanding of what is and is not acceptable to communicate and download, with whom, and most importantly, how.

Directors should lead by example and maintain adherence through trainings and audits.

Diligent, a leading expert in corporate compliance and board governance, will deliver an overview of its board management software solutions, and examine board room communications and the dangers posed by poor security practices.

The session will cover: • Personal email usage • Security audits • Training and development • Document handling and storage.

Skills for the Future: Work-based Learning

A Blueprint for Leadership

Delivered by: Skills Development Scotland

Delivered by: Vistage

Come and find out how Graduate Level Apprenticeships can benefit your business.

International evidence tells us that Europe’s highest performing economies have strong work-based learning systems which contribute to fewer skills shortages, higher economic growth and lower youth unemployment. We see this in other European countries with strong apprenticeship programmes, including Germany and Switzerland. These countries also boast the lowest recorded youth unemployment rates in Europe.

That is why SDS is developing work-based learning through Graduate Level Apprenticeships (GLAs), which are integrated to the world of work and that contribute to individuals developing skills, experience and competence that benefit individual and business alike.

This SDS-led workshop will give conference delegates an opportunity to develop their awareness and understanding of GLAs and where they will benefit their business, hearing from some of the employers and universities SDS is working with to create and deliver GLAs.

Conference Prices and booking We have worked closely with Gleneagles so that you can enjoy five-star luxury at preferential rates. A range of event options are available, with member rates from £150 + vat for Thursday’s half-day conference and informal networking supper, through to £730 + vat for the full conference package (full conference including black-tie dinner and two-night stay at Gleneagles).

See http://iodscotland.com/events-listings/annual-conference/ for details of the price/ticket combinations available, and to book.

Many organisations aspire to create a culture of creativity, adaptability and innovation to stay ahead of the competition, and this requires a certain style of leadership.

This highly engaging and actionorientated workshop is targeted at business leaders and senior decision makers within the SME sector who rather than fear change actively seek to embrace it.

You will: • Learn how behaviour can be shaped to foster innovation • Gain insight into the levers that influence culture • Identify the gaps in leadership that need to be addressed • Obtain models and tools for transforming your organisation’s own culture • Instantly apply new knowledge through interactive, facilitated workshops.

Leadership answered

In conjunction with Vistage UK, who are surveying their own membership, we will be distributing a questionnaire to IoD members about Scottish SME Leadership prior to the Conference – the combined results will be presented on the day

Any queries, please contact First City Events T: 01577 865498 | M: 07711 432745 | E: joyce@firstcityevents.co.uk

Conference partners

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IoD Scotland Director of the Year Awards

Is this YOUR year...?

Entries opening soon for the IoD Scotland Director of the Year Awards The IoD Scotland Director of the Year Awards celebrate individuals’ business achievements in 2017. We want to hear about your successes.

Why enter?

• Raise your personal profile – and that of your business / organisation • Benchmark your leadership against that of your peers

• Simple, no-nonsense nomination process • Nominations are open to all at director level or equivalent, whether you are an IoD member or not • The Awards are free to enter and the process is streamlined • You can enter as many categories as you wish in Phase 1 with just one nomination form • We provide examples of completed forms, so you can see the kind of thing we’re after • All short-listed finalists receive

feedback from the judging panel • Consider nominating a colleague or a client now • Register your interest to attend the Awards Ceremony • For more details contact: Joyce or Alice on 01577 865498 / awards@firstcityevents.co.uk

Keep updated: See www.iodscotland.com

A new session awaits: Glasgow pushes forward David Hoey IoD Glasgow and West of Scotland Your Glasgow and West of Scotland IoD regional committee has been working tirelessly to advance the interests of our members in a number of key respects.

Following a recent strategy session we will be introducing a number of new initiatives to ignite debate and to encourage members to meet informally, catch up together and identify issues affecting each of us. We are passionate about leadership and identifying the issues that affect us to improve our position. More information will be announced shortly- watch this space!

Our June Workshop hosted by BTO Solicitors LLP was presented by John Hatfield from Second City Creative. John led us on an amazing journey of discovery, equipping delegates with the skills to “use killer content to land your dream customer”.

John showed how a few simple steps aided with an intelligent approach can yield

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fantastic results. What a success story! This was a good example of one of the highquality training sessions that the IoD provides.

In August our pop up Influencers’ Dinner with the creators of Barras Art & Design Centre (BAaD) was an Influencers’ Dinner with a Glaswegian twist. The Barras Art & Design Centre is one of Glasgow’s most exciting new event spaces – and an acclaimed fish restaurant, too. BAaD founders Ricky Scoular and Brian Traynor explained its creation and their experience in hosting successful outdoor pop-up food ventures in Glasgow, including Heverlee at Tontine Lane and Gordon Street Lane, as well as the hugely popular Fish Plaice at the Saltmarket during the Commonwealth Games.

September sees Gurjit Sing Lally, founder of TEDx Glasgow, speak at our Influencers’ Dinner at the Blythswood Hotel.

Gurjit launched TEDx Glasgow in 2012 to showcase the work, inspiration and ideas of people in Scotland and, at the same time, provide access to and open up ideas from other global thinkers. The organisation has a team of 52 volunteers and held 60 talks with over nine million views.

A non-profit organisation, TEDx Glasgow organises local talks and conferences based on the global TED community launched in 1984. Since then the programme has run over 12,000 events in 190 countries. Gurjit is an inspirational speaker, a winner of the Businessman of the Year Award at the Scottish Business Awards.

The Committee exists for your benefit as is always keen to listen to any ideas you have. Please get in touch if I can help or if you would like to help us. We know how vibrant our region is and we all look forward to catching up and continuing to build on our successes in the months to come.

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Membership Benefits

international TRAVEL

Emirates’ IoD Silver Service upgrade Emirates works in partnership with IoD members on its Skywards scheme, automatically upgrading their membership by one tier from either Blue to Silver or Silver to Gold.

Additional benefits include dedicated check in areas, additional baggage, Emirates lounge access and priority waitlisting (a seat rescheduling benefit).

(Please contact jill.niven@emirates.com for details on how to take advantage of this offer.)

Emirates flies twice daily to Dubai from Glasgow and 16 times daily from a choice of five other UK airports, offering convenient onward connections to over 150 destinations. On board, passengers

can enjoy world-class service, regionally inspired gourmet cuisine and over 2,200 channels of award-winning entertainment – plus phone, SMS and Wi-Fi connectivity from every seat.

MEETING ROOMS Please check out our complimentary members’ facility at 10 Charlotte Square: n Members’ lounge and workroom: Free of charge to members for informal meetings with up to three guests.

Refreshments and Wi-Fi – plus VAT-exempt meeting room hire n Exclusively for members to hire: - Boardroom for 16 - Garden View room, for 8 - Castle View room, for 12 - Forth View room, for meetings, training workshops, lectures for between 20-50 people, etc n Free AV and laptop by prior arrangement

On the ground, First Class and Business Class passengers can take advantage of a complimentary chauffeur-drive service, expedited check-in, dedicated baggage handling and luxurious lounge access in a dedicated First & Business Class lounge at Glasgow Airport – ensuring a seamless journey from start to finish.

With flights from Heathrow, London Gatwick, Birmingham and Manchester, travellers can experience the Emirates A380 featuring Private Suites and on board Shower Spas in First Class, an Onboard Lounge and flat-bed seats in Business Class.

HOTEL DISCOUNTS n Extended catering can be arranged Call 0131 557 5488 or email iod.scotland@iod.com for details.

PLUS... special discounts at 200 SVS Glasgow IoD hub: - 10% discounted parking at Q Park Waterloo Street - Complimentary Wi-Fi access - 10% discount in the Restaurant on 6th, on meeting room rates and in The Spa - Hourly Room Hire Rates - Special deals at The Shore Loch Lomond.

This is 200 SVS’s newest venue and features events space, a spa and restaurant. Join our mailing list to be the first to know of opening offers – info@ theshorelochlomond.com.

IoD Scotland has negotiated special discounts and rates for members at hotels. Members can obtain a 15 per cent discount off accommodation (best available rate), food and beverages as well as meetings and event bookings at PH Hotels: n The Grand Central Hotel, Glasgow n Blythswood Square, Glasgow n The Roxburghe, Edinburgh n The Principal, Edinburgh Aberdeen: Preferential accommodation rate at Aberdeen Hilton Garden Inn. Inverness: Preferential accommodation rate Kingsmills Inverness and IoD guests will receive a VIP package, including a late checkout and room refreshments.

NEW Parking benefit If you are visiting the IoD’s Charlotte Square Hub for a meeting or director development you can take advantage of an exclusive member’s only discount for parking at NCP Castle Terrace, Edinburgh: park for up to 12 hours for £10.

Pick up a voucher from the IoD office to use when exiting the car park.

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The Principal, Edinburgh

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PREFERRED PROVIDERS Home insurance cover from Hiscox.

Why choose IoD Home and Contents Insurance? n IoD Members save 12.5 per cent on Hiscox’s standard rates (subject to underwriting criteria) n Over 98 per cent of Hiscox customers surveyed who have made a claim would recommend them n Individual items or sets under £15,000 are covered as standard n High-quality cover for your second and third UK homes available n Comprehensive cover for home building works available as an extension to your main policy n Could save with a 25 per cent no claims discount when you switch to Hiscox

Car Hire from Hertz Benefit from free membership of Hertz Gold Plus Rewards Five Star – a valued VIP service providing a speedier rental process, free upgrades and free additional driver cover.

RAIL TRAVEL

Free first-class upgrade on ScotRail services Abellio ScotRail is continuing its fantastic offer to IoD Scotland members, who can have a Free 1st Class Upgrade on ScotRail Services (nb, upgrade is available on ScotRail services only).

As part of the move to Smart Cards for all rail users, IoD Scotland has agreed to move members on to the Smart Card system to ensure our First Class upgrade offer continues.

To apply for an individual Smart Card visit the ScotRail Leisure site at https://www.scotrail.co.uk/tickets/ smartcard First Class upgrade Terms and Conditions: • Advance tickets do not qualify for this offer • The 1st Class upgrade is available on Anytime and Off Peak tickets only, and subject to availability of seating in 1st Class.

• Only IoD members with a ScotRail Smart

Card will qualify for a free 1st Class upgrade, subject to availability and ticket type.

• This offer will be reviewed on an annual basis and may be withdrawn at any time.

• 1st Class upgrade is NOT available on discounted Club 50 purchases or Flexipass.

If you already hold a Club 50 Card or Smart Card you do not need to apply for another card but you still need to contact Elaine Chester - elaine.chester@scotrail.co.uk – with your card details.

For more information on ScotRail: See www.scotrail.co.uk/businesstravel or call 0141 335 4015 to find out more.

IOD ADVICE LINES All IoD members have access to specialist information and advice, including legal and tax helplines and business research.

Make sure you are registered online at ‘My IoD’. This is the place to contact the Information and Advisory Service and to review existing enquiries – see www.iod.com/services.

Our legal helpline provides IoD members with free and prompt business legal advice on a wide range of employment, company, commercial and personal legal matters in the UK and Europe.

Our Business Information service you have access to our top professional researchers, who can provide you with valuable information on topics ranging from market forecasts and industry trends to trading abroad and employee salaries.

Aberdeen Airport: Northern Lights Executive Lounge

AIRPORT LOUNGES IoD membership gives you free access to four Airport Lounges in Scotland, plus eight others in the rest of the UK – just sign in with your IoD membership card.

Edinburgh Airport: Aspire and No.1 Lounge Glasgow Airport: Upperdeck lounge Aberdeen Airport: Northern Lights Executive Lounge Inverness Airport: Swissport Executive Lounge.

Make the most of your membership with the IoD Scotland offers WWW.IOD.COM

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IoD Scotland Events

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Sept

IoD Scotland - Crisis Management for Directors Date: 19th September Venue: IoD Scotland, Edinburgh Time: 9am-5pm Prices Members: £345 + VAT

Non-Members: £395 + VAT Event manager: Avril Gall This one-day workshop identifies the various roles senior executives and directors may have to undertake within the context of a crisis.

Whether from a Private, Public or Third Sector organisation, your role as a director is to help ensure it survives the crisis by providing strategic leadership and, more importantly, by making an effective contribution to the preparedness of your organisation, to deal

with major disruptive challenges.

This session is aimed at individuals who are currently executive or non-executive directors and other senior executives who are seeking to gain a greater understanding of the crisis management process. Delegates need to be open to informal interactive learning with a facilitator who has practical experience of real strategic crisis management in action.

Workshop Content

Understand the various types of crisis; is a fire a crisis? Understand the potential origins of a crisis. Do you know the risks to your organisation? Introduction on how to build a crisis management capability. Do you have the

systems to cope? What legislation is there pertaining to a crisis? What is the UK Emergency Concept of Operations?

The day will prepare you to deal with major disruptive challenges that could affect your entire organisation and introduce you to crisis leadership expectations at the highest levels.

Our workshop tutor is Jim Mann, who has experience as a government advisor and as the national UK resilience duty officer lead at major crisis events including the 7/7 terrorist bombing in London.

He has also been involved in the preparedness following the 9/11 event in the USA, developing the UK command, control and co-ordination capability.

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20

Sept

Sept IoD Professional Director Series:::::

The Trustee/Director in the Third Sector Workshop Date: 20th September Venue: University of Aberdeen Time: 9am-5pm Prices Members: £150 + VAT, Non-Members: £195 + VAT Event manager: Avril Gall With levels of public scrutiny reaching new levels, customer demand growing and funding ever tighter, IoD Scotland is delivering this full day (9am-5pm) workshop examining the specific role required of Trustees and Board Members of bodies in the Third Sector.

Members/Trustees • Corporate Governance mean?

• Examining the practicalities of oversight and delivery - challenge versus support • Delivering value as a volunteer Board Member/Trustee • Building a strong Board.

Who Should Attend?

Workshop Benefits

Exploring how Board members need to fulfil their role and maximise the value they bring, this session is primarily designed for Third Sector Board members who want to strengthen their contribution or understand how to help improve their Board’s oversight and governance performance. Those who are thinking about joining a Board will also find it useful in exploring what they need to know as well as what they can bring to the board.

Workshop Content

It will cover, among other things: • Overview of the legal and constitutional position of Boards • The roles and responsibilities of Board

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You will have a deeper appreciation of the specific demands on a Board Member in the Third sector and will take away a range of concepts, tools and techniques to help you perform your role. The session will also guide thinking to improve your Board performance enabling it to function more effectively.

Workshop Tutor

The day will be led by David C Watt – Executive Director of the IoD in Scotland and an experienced Board member in the Third Sector having served on a variety of boards over the last 20 years.

A guest speaker will also be invited to lead discussion.

IoD Scotland - New Members Evening Date: 26th September Venue: IoD Scotland, Charlotte Sq, Edinburgh Time: 6pm-8pm Prices Free of charge Event manager: Patricia Huth We would like to invite all our recent new members to an informal get together. Over drinks and canapes, you will have the opportunity to meet other new members, as well as the IoD head office team, Executive Director and branch Chairs.

Our drinks event is an informal get together for new members who have joined us in the past year.

Come along to the IoD Scotland headquarters at Charlotte Square to enjoy drinks and canapes.

If you have a colleague who is interested in joining the IoD, please feel free to bring them along.

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To book online visit www.iod.com/events-community

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Sept

IoD Scotland’s Annual Golf Day Date: 26th September Venue: Gailes Links Golf Course, Irvine Time: 10am - 5pm Prices Members and their guests: £65 + VAT

Non-Members: £70 + VAT Event manager: Patricia Huth

IoD Scotland’s Annual Golf Day this year goes to the excellent Glasgow Gailes Course in Ayrshire.

Part of the Glasgow Golf Club, this is one of Scotland’s most popular and enjoyable courses.

Come and enjoy a fun day with three trophies up for grabs. This event is open to members and non-members and golfers of all handicaps.

Timetable 10am: Morning rolls with Tea & Coffee 11am- 11:40am: 18 Holes of Golf 3.30pm: Two Course meal with Tea & Coffee Can you please email Patricia Huth with your handicap before the day.

03 Oct IoD Professional Director Series::::: Date: 3rd October Venue: IoD Scotland, Edinburgh Time: 9am-5pm Prices Members £310 + VAT (early bird price)

Members £345 + VAT

Non-members £395 + VAT Event manager: Avril Gall This one-day workshop is designed for the newly-appointed or apprentice directors who want to gain the basic tools to do the job. It outlines the role and legal responsibilities of a director and explores how the apprentice moves from managing to directing.

It is important that all directors, on appointment, receive induction about their role and the significant duties and legal liabilities that go with it. Directors have a duty to exercise a standard of skill, care and diligence and this workshop will provide delegates with the know-how and insights to effectively fulfil and grow within the role.

Workshop Content

• The legal duties of a director • The legal and regulatory environment

• Company Constitutions • Corporate Social Responsibility • Relationships with shareholders and stakeholders, including use of social media.

Workshop Benefits

Help improve your current performance as a director and help you prepare for your first appointment to the board. Opportunity to network and learn from the experiences of other delegates.

Who Should Attend

Individuals who are currently directors and those about to be appointed to a board. Those individuals who want to further professionalise their role and improve their contribution at board meetings.

For more details on any IoD events: Event manager: Patricia Huth Contact phone: 0131 557 5488 Contact email: Patricia.Huth@iod.com

Event manager: Avril Gall Contact phone: 0131 557 5488 Contact email: director.scotland@iod.com

Workshop Tutor

The workshop is delivered by Michael Willis, who is an advisor to a wide range of organisations within a variety of corporate settings in the public, private and charitable sectors.

To book any event, visit www.iod.com/events-community WWW.IOD.COM

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IoD Scotland Events

12 Oct

05 Oct

26 Oct

Mastering the Art of Strategic Questioning Date: Venue: Date: Venue: Date: Venue:

5th October IoD Scotland, Edinburgh 12th October 200 SVS, Glasgow 26th October University of Aberdeen, Aberdeen

Time: 9am-5pm CPD: 8 hours Prices: Members: £310 + VAT (early booking rate) Members: £345 + VAT

Non-Members: £395 + VAT Event manager: Avril Gall Questioning skills are the sine qua non of successful business leaders.

In this highly interactive one-day workshop (9-5), you will learn a breakthrough questioning method that is steeped in investigative journalism, cognitive neuroscience and social psychology. The method emphasises humility, finely tuned listening, empathy, and Eastern and

Western perspectives on mindfulness – an ideal model for effective leadership and governance.

This workshop will offer you a new way to think about and ask questions and features short video clips of interviews conducted by today’s top TV reporters and hosts in the US, UK and Canada to reinforce principles and techniques.

Throughout the day you will work in small groups on exercises and a case study that captures compelling scenarios faced by directors and trustees.

Workshop Tutor

Dr. David Steinberg is a consultant and university lecturer specialising in advanced questioning skills for business professionals.

Prior to starting his consultancy five years ago, he directed sales operations and account management processes in the US for a highly successful e-learning software-as-a-service start-up and for a Fortune 500 Corporation.

‘Questioning skills are the sine qua non of successful business leaders...’

04 Oct IoD Scotland - Building a Portfolio Career Date: 4th October Venue: IoD Scotland, Edinburgh Time: 9am-1pm CPD: 4 hours Prices Members: £170 + VAT

Non-Members: £195 + VAT Event manager: Avril Gall Your ambitions for success in your current or future ‘portfolio’ career need careful thought, planning and guidance. This half day (9am1pm) group workshop and follow up 1-2-1 coaching session has been specifically designed to complement the technical support and guidance that is available for future and current NXD’s from IoD Scotland.

Workshop Leader

Graeme Wilkinson of The Career Management Organisation has a proven track record of excellence in Executive Coaching and Learning Development Consultancy. He has undertaken a wide variety of progressive leadership roles throughout his extensive career, leading large business HR teams both directly and across complex matrix environments. He draws upon this experience to complement his range of established industry standard qualifications and aid his passion for Learning Development and his desire to move individuals, teams and organisations forward.

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19 Oct Date: 19th October Venue: Crowne Plaza, Glasgow Time: 6pm - 9.30pm CPD: 2 hours Prices Members: £60 + VAT

Non-Members: £75 + VAT Event manager: Patricia Huth

Influencers’ Dinner with Dr Stephen Breslin The IoD invites you to an Influencers’ Dinner with Dr Stephen Breslin, Chief Executive Officer, Glasgow Science Centre.

Programme

6pm Registration 6.30pm Introduction by David Hoey, Chair,

IoD Glasgow Committee 6.35pm: Presentation by Dr Stephen Breslin,

Chief Executive Officer,

Glasgow Science Centre 7.15pm Dinner is served 8.45pm Q & A and thanks by David Hoey 9.30pm Close As Chief Executive Officer of Glasgow

Science Centre, Dr Breslin is committed to stimulating peoples’ interest in science, engineering and technology. The Science Centre is a five star attraction and plays a pivotal role in Scotland’s science infrastructure.

Previously, Stephen was Chief Executive Officer of Futurelab Education, one of the most highly respected think-tanks and research labs in the world. In this role, he transformed the organisation from Government-funded to revenue-generating while maintaining the think-tank’s reputation and capacity for delivery of high quality.

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To book online visit www.iod.com/events-community

23 Oct

31 Oct

IoD Scotland / ACCA Workshop

Ensure job satisfaction - build on values Date: 23rd October Venue: IoD Scotland, Edinburgh Time: 6pm-8pm CPD: 1.3 hours Prices: Free of charge Event manager: Patricia Huth

An opportunity to network with colleagues from IoD and ACCA. This workshop will clarify your real values and explore how they shape your career choices, why your work is satisfying (or not), and why congruence is vital. This is all useful knowledge to coach your staff.

The session will be led by Barbara Robertson, founder of Diamonds HR, which focuses on transforming people in SMEs, multi-nationals, professional firms and third sector organisations. Her own values around personal transformation are expressed through headhunting, career counselling, redundancy counselling, executive and life coaching, and psychometric assessment.

Barbara is a Fellow of the Institute of Consulting, a certified management consultant and coach, and a long-term member of the IoD.

Professional Director Series

The NXD in Scotland Workshop Date: 31st October Venue: 200 SVS, Glasgow Time: 9am-5pm Prices: Members: £310 + VAT (early booking rate) Members: £345 + VAT

Non-Members: £395 + VAT This workshop will help improve your current performance as an NXD or help prepare you for the time when you may be appointed as an NXD. This is for individuals who are currently a non-executive director; those seeking appointment as a non-executive director and those organisations planning to appoint a non-executive director. Over 470 delegates have successfully completed this workshop.

All delegates will receive extensive workshop notes and a certificate of attendance. There will be ample opportunity to share experiences and future aspirations.

It will highlight what an NXD can bring to your board, what inputs to expect and outline the legal and ethical duties and responsibilities of a NXD.

07 Nov Manager for both events: Avril Gall

The Chair Workshop Date: 7th November Venue: IoD Scotland, Edinburgh Time: 9am-5pm Prices: Members: £310 + VAT (early booking rate) Members: £345 + VAT

Non-Members: £395 + VAT This one-day workshop (9am-5pm) explores the pivotal role of the Chair.

Perhaps the single most important area within which a board can improve its effectiveness is how it is chaired. This requires two things to happen – the Chair leads the board and the understanding by the other directors of the rules of engagement. The ability to chair any meeting is an important facet in the development of managers; once appointed to a board there is more than likely to be a requirement to chair board subcommittees or lead the board itself at some time in the future.

Too often the training in the art of chairing a meeting or leading a board is left to chance or learning by observing others.

Workshop tutor

The workshop is delivered by Michael Willis, an advisor to a wide range of organisations in a variety of corporate settings in the public, private and charitable sectors. He has wide experience of improving the performance of boards and undertaking independent board evaluations.

26 Oct

Talent Development: A Board Responsibility

Date: 26th October Venue: IoD Scotland, Edinburgh Time: 9am-5pm CPD: 8 hours Prices: Members: £310 + VAT (early booking rate) Members: £345 + VAT

Non-Members: £395 + VAT Event manager: Avril Gall

Building tomorrow’s leaders is increasingly important. CEOs are likely to list developing talent among their key priorities. Yet, while talent development is a familiar term, many find

it hard to put it into reality.

This full day (9am-5pm) workshop will open up the world of talent development and deepen your understanding of what that term encompasses. You will learn what to expect from your executives, addressing questions like “what should I do first?” and “what does success look like?” with a fit-for-purpose process that is easy to implement.

And you’ll be able to evaluate your organisation’s plans to get the best from your people at every level.

Workshop Tutor

The workshop is delivered by Jonathan Smith, who has an extensive HR career in Shell, in national, regional and global roles, including expatriate assignments in the Middle East and as HR Manager for a significant Joint Venture.

In specialist talent roles he was accountable for talent management in Shell’s Upstream Oil & Gas businesses across Europe, Russia, and the Caspian regions.

He has advised SMEs and is a Board member of Grampian Credit Union.

To book any event, visit www.iod.com/events-community WWW.IOD.COM

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IoD Scotland Events

09 Nov

09 Nov

Media training for directors

Lunch with Peter Reilly, Commercial Director, STV

Date: Venue: Time: CPD: Prices:

Date: Venue: Time: CPD: Prices:

9th November IoD Scotland, Edinburgh 9am-5pm 8 hours Members: £575 + VAT (early booking rate)

Members: £650 + VAT Non-Members: £775 + VAT

Event manager: Avril Gall This one-day workshop (9am-5pm) offers practical advice and experience on how to gain the best from any media opportunity.

Each delegate will take part in a live radio interview followed by an on-camera television interview based on a specially selected scenario.

Delegates will also be asked to answer email questions from a print or online journalist. These are then reviewed and feedback given.

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9th November STV Studios, Aberdeen 12noon - 2.30pm 1.5 hours Members: £30 This is a members only event as places are strictly limited to 15

This year, STV is celebrating its 60th birthday.

We invite you to join STV’s Commercial Director, Peter Reilly, to understand more about the evolution of the brand and the STV

Family across STV; STV2; STV Player and stv. tv.

Peter will discuss the role of media effectiveness in strategic business leadership and how to get the most return from your marketing campaigns.

This event will take the format of an exclusive member only lunch, where Pete will address the group. The event will take place in STV’s Boardroom where delegates will have the opportunity to network and have a round the table discussion.

For more details on any IoD events: Event manager: Patricia Huth Contact phone: 0131 557 5488 Contact email: Patricia.Huth@iod.com

Event manager: Avril Gall Contact phone: 0131 557 5488 Contact email: director.scotland@iod.com

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To book online visit www.iod.com/events-community

IoD Masterclasses All sessions: Times run from 9am-1pm Venue: IoD Scotland, Edinburgh CPD: 4 hours Prices Members: £175 + VAT Non-Members: £195 + VAT Event manager: Avril Gall

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14

Sept

Nov

Leading from the Front

Leading Innovation

Date: 20th September

Date: 14th November

A leader requires a strategy and a vision for the division, team or company to move forward and also a focused way to communicate that strategy.

This part of the programme looks at the leadership skills necessary to make your strategy memorable and do-able for others.

This workshop also includes how to be more charismatic and inspirational.

• Establishing major business goals • Outlining a strategic vision • Researching your clients and competition • Avoiding decision making glitches • Implementing a strategy • Establishing a review process.

24 Oct Influencing others and handling challenging people Date: 24th October

Influencing skills are essential for good leadership as the job ceases to be about you and all about those working with you. Learn about the latest research which reveals the persuasion techniques that really work.

The skills to handle even the most challenging people will be outlined and practised in this workshop.

• Working out who are your priorities to influence • The eight skills of influencing • The five-step process for handling a difficult person • Behavioural analysis using the interpersonal influence inventory • Practising the skills for success.

These half-day workshops can be taken alone or in conjunction with five other masterclasses that aim to provide practical learning and focus on the different behaviours and skills needed to be effective on boards.

Of relevance to individuals who are currently directors and those about to be appointed, this series is for those serious about their professional development.

To book the complete series of six workshops for the price of five, please contact director. scotland@iod.com

‘Creativity will be the biggest determinant of company success this century’. So why leave creativity to artists? We are all creative! Doing things differently to gain edge, to gain business advantage is in the grasp of all of us. But how to go about it is the challenge. This workshop addresses the following: • The ability to come up with new ideas to move your business forward • Understanding what happens when you have an ‘aha’ moment so that you can have more of them • Creating a work environment that helps ideas flow • Learning a quick and easy way to solve problems with your team • Twisting, noodling and hatching- the language of the new creatives!

Leading exciting meetings that produce doable outcomes.

23 Nov Making an impact for business presentations Date: 23rd November

How to put a presentation together speedily without jeopardising quality. How to be relaxed enough to focus on the audience not your beating heart.

This workshop will help participants to present to any size of group and have a rewarding, enjoyable experience.

• What makes a good business presentation?

• The nature of body language- the essential components to make an impressive impact?

• The magic process for speedily constructing effective business presentations • An introduction to mind- mapping • How to involve an audience • Relaxation and visualising success.

Workshop Leader Ros Taylor is a leading UK and international clinical psychologist, corporate and leadership coach, businesswoman, author, TV and radio presenter and commentator.

She travels the world developing the leadership potential of employees through her Just Leadership programme.

Ros is a visiting professor at Strathclyde Business School, focusing on leadership, and runs her own successful leadership and coaching business.

To book any event, visit www.iod.com/events-community WWW.IOD.COM

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The IoD 99ers

Introducing... the IoD’s 99ers... open to all ages The IoD 99 group was launched (post pilot) in January 2015 as a community for younger entrepreneurs – business founders who could look to support one another and to benefit from being a member of the IoD. The network was originally launched to founders of businesses aged 40 or under, with the aim of helping reduce the start-up failure rate, which was higher among those people who founded their own businesses before they were 40.

Since launch the network has grown to over 1,500 members, with last month being our best month yet in relation to new joiners, with 140 Business Founders joining the network.

Feedback from members has been really positive and it has helped change the IoD perception within the early stage start-up ecosystem.

The members have created a real community and this can be seen with the huge number of

active conversations that happen on the closed group on Facebook.

And in the future ...

Following feedback from the community itself, as well as from internal stakeholders across the IoD regions and nations, it is clear that there is a real opportunity for the IoD 99 to be there to support all early stage Founders, regardless of their age.

As such we are piloting the complete removal of the age cap for a three-month period for the

IoD 99. We want to do all we can to support as many people as possible who are taking the plunge and we hope this will enable the IoD 99 to do just that.

The other entry criteria points will remain the same, as point of reference these are: • The applicant must be the founder or co-founder of the business they are joining under.

• The applicant can not have been a member of the IoD or IoD 99 within the past two years • The applicant’s business must be under five years old at the time of applying • The applicants business must be turning over £3m or less The pilot will finish on 31st October 2017 at which point we will review results and feedback and make a decision as to weather to have the age cap removed completely going forward.

Find out more about the 99-ers at https:// www.iod.com/membership/iod-99

The next generation of business leaders and entrepreneurs Embracing the 99-er opportunity is one of Scotland’s brightest start-ups, who gives us a brief outline of his business:

Name: Iain Millar (pictured below right) Company: The Scottish Bee Company Established: January 2017 Elevator Pitch: We use the demand for premium Scottish honey as a lever to address the global problem of pollinator decline.

Heather honey from Scotland’s unspoilt moors is a world-class premium food product.

By marketing it internationally, we’ll drive reinvestment in the sector and support the growth of Scotland’s honeybee population, which is currently under threat.

Reason(s) for joining the IoD: To meet interesting people, and access first class professional expertise.

Five-year plan in five words: ‘Scottish honey exports outstrip whisky.’

Want to know more?

IoD99 membership is designed to actively support young entrepreneurs aged 18-40, who might not have previously held senior roles in companies. 99-ers must be the founder

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Meet the busy bees of Scotland’s 99-ers or co-founder of a business, with an annual turnover of less than £3m, established for fewer than five years, and cannot have been an IoD member in the last two years.

Find out more about the 99-ers at https://www.iod.com/membership/ iod-99 WWW.IOD.COM