Podcasts about atholl

Alex Brewster and his family have been managing the landscape at Rotmell Farm, in beautiful Perthshire, Scotland, for many years. The farm dates back to the 1790s and was built as a show farm by the Duchess of Atholl. Today Alex is using practices which are at the forefront of regenerative agriculture. In this episode Kyle, Stuart and Alex discuss his approach to using grazing animals to improve soil health, his love/hate relationship with bracken, sheep management and his burgeoning pig enterprise. They also find out more about Alex's Nuffield Scholarship, his clothing brand Torramor and get to the root of what drives him as a farmer. You can find out more about Alex and the farm by going to www.rotmellfarming.com and www.torramor.com

Gary celebrates the music and legacy of the late Gordon Duncan, who would have been 60 this week.Playlist Gordon Duncan with Galician Jig, Blow My Chanter and the Famous Baravan from The Circular Breath The Sensational Jimi Shandrix Experience with Pitlochry High School Centenary from Foxie Laddie Scotrail Vale of Atholl.  Archie MacKenzie of Dumbarton, JF MacKenzie of Garrynahine, The Caledonian Society of London, The Easy Club, Eileen Mary Connelly, Eileen Mary Connelly, Donald MacLeod, Old Hag You Have Killed Me, Jimmy Ward and The Eavesdropper from the World Pipe Band Championships 1987 Jock Duncan with the Moss of Burreldale and Gordy Duncan Junior with Wait Your Turn Gordon Duncan with Lorient Mornings, La Grand Nuit de Port du Peche and Davy Webster's 40th from Thunderstruck. Gordon Duncan with Thunderstuck from Thunderstruck Gordon Duncan Compositions Mix Tape – Session A9 with the Sleeping Tune, Laura Cortese with The Ramnee Ceilidh, Session A9 with the Bellydancer, Brian Ó hEadhra, Bruce MacGregor & Sandy Brechin with the Fourth Floor, We Banjo Three with Pressed for Time and Trail West with Andy Renwick's Ferret Gordon Duncan with Donal Og, Wild Irishman, Rakish Paddy, Madam Bonaparte, Richard Dwyers from Just For Seumas. Find out more here about the Gordon Duncan Memorial Trust Support the Show.

Dorothy Wordsworth is out walking again during her visit to the Island of 1828, and we hear her description of the gardens around the Duke of Atholl's Castle Mona before she undertakes a walk from Douglas to Castletown and then to Port St Mary and Port Erin. In our translation into the Manx Gaelic of Bram Stoker's Dracula, Dr John Seward forms the suspicion that Count Dracula has somehow visited his asylum patient, Renfield, to hatch some further diabolic scheme. Lord Godalming receives a fawning letter from the estate agents who have sold the Count a house in Picadilly. As y kiaull y cheayrt shoh - THE MOLLAG BAND - Landlady BENJAMIN JAGO LARHAM - De Sul vyttin JOHN REA - Coil the hawser/Lord Macdonald LINDA GRIFFITHS, LISA ANGHARAD & GWENNO ELAN - Siglo'r crud THE PROCLAIMERS - Joyful Kilmarnock blues CALUM STEWART & HEIKKI BOURGAULT - Jolie Nanon THE MOLLAG BAND - Don't hurt me now ANNA CLIFFORD-TAIT - Sorrow CARLOS SWEENEY McCARTIN - Quinn's/Palmer's gate/Lucy Campbell's/Barr na Cuille

It's a slightly belated Halloween super special/ continuation of the Mary, Queen of Scots saga this week! We're talking about Margaret Fleming, Countess of Atholl: older sister of one of the Four Marys and also a witch who was never arrested or punished for it. Our guest is Lucy Hinnie, an Early Career Researcher, Wikimedian and digital humanist. She is currently Postdoctoral Fellow at the Institute for Advanced Studies in the Humanities at the University of Edinburgh, and a Digital Skills Wikimedian for Wikimedia UK. Learn more about Lucy and her work at lucyrhinnie.co.uk Get all the tea about Lucy's time working at Holyrood Palace in The Vulgar History Aftershow on Patreon! Eleanor Janega's blog about why you are (probably) not the granddaughter of the witches they couldn't burn -- Here's the "A Catte" pillow designed by Jan Jupiter avail in the merch store -- Get merch at vulgarhistory.com/store (best for US shipping) and vulgarhistory.redbubble.com (better for international shipping) -- Get 15% off all the gorgeous jewellery and accessories, including the Anne Boleyn pendant, at common.era.com/vulgar or go to commonera.com and use code VULGAR at checkout -- Support Vulgar History on Patreon  -- Vulgar History is an affiliate of Bookshop.org, which means that a small percentage of any books you click through and purchase will come back to Vulgar History as a commission. Use this link to shop there and support Vulgar History. Learn more about your ad choices. Visit megaphone.fm/adchoices

Tashas, a beloved brand in South Africa, grew from a single restaurant in Atholl, established with money from a loan shark, to 15 locations across the country. In 2019, Natasha Sideris and her brother Savva bought back Tashas from Famous Brands, establishing Tashas Group. This international hospitality company would soon have 10 brands under its umbrella, including the Flamingo Room by Tashas, Avli by Tashas, Bungalo34, and the World's Top Galaxy Bar. The group first expanded overseas to the Middle East, establishing a presence in Dubai, Abu Dhabi, and Saudi Arabia. Now, they are venturing into the London market with a Tashas opening at Battersea Park Power Station at the end of November 2023. In an interview with Biznews, Sideris shared her apprehensions about opening a restaurant in the competitive London market. They plan to bring their first restaurant, Atholl Square to London with its South African flavours and interior design. Like other South Africans who have come to London, one of the biggest challenges is staffing. However, Sideris is adapting to a younger generation with different expectations. She also discussed her decision to part ways with Famous Brands in 2019, how South African staff form the backbone of her overseas teams, and her plans to expand into every major world city and launch a homeware collection.

Despite the loyalty of the Stanley family to the Royalist cause, Charles II treated them rather poorly on the Restoration. However, they did come into the Lordship of Man again, and David Robertson's 'A Review of the Manks History' then takes us through to the advent of the Murrays, Dukes of Atholl, and the sale of the Island's regalities to the British Crown. Mina and Jonathan Harker are staying with Dr John Seward, and through analysing dates and occurrences, have seen that Dr Seward's patient, Renfield, seems to have outbreaks when Count Dracula is in the vicinity. Dr Seward goes to see his patient, whilst the Harkers continue their collating. Another episode from out translation into the Manx Gaelic of Bram Stoker's famous book. As y kiaull ain - SUE WHITE & GARETH HEDGES - Pencarrow SWEENEY'S MEN - Dicey Riley CROMLECH - Cerrig yr afon ARCHIE MACLEAN - Ar falbh thu lean, a ribhinn og? NOLWENN KORBELL - Da belec'h? TOMAS CALLISTER & DAVID KILGALLON - Hop jigs JOHN BOLITHO - Antemna Kaswydh SEAMUS & CAOIMHE UI FHLATHARTA - Caislean a' t-sleibhe 9BACH - Pa bryd y deui eto?

Gary brings you tunes from Angus MacColl, Ann Gray,  Shotts and Dykehead, Hecla, Hamish Moore, the Vale of Atholl and a folk classic from Dick Gaughan. And there are musical visits to the Cobblestone Bar in Dublin and the Railway Tavern, Perth. TracksHecla with Angus Waltz Intro, Angus John MacNeil of Barra and Angus Sutherland from Hecla: Smallpipes, Fiddle and Gaelic SongAngus MacColl with The Highland Wedding and the Abercairney Highlanders from A Tradition of ExcellenceDick Gaughan and Johnny Cunningham with Freedom Come A Ye from The Harvard TapesHamish Moore with Molly Rankine's, Brenda Stubbert's Reel and Jack Daniel's from Stepping on the Bridge Ann Gray with Strathspeys and Reels from A Twist in the TaleVale of Atholl Pipe Band with The Galician Jigs from No ReservationsKevin Rowsome, Lorraine Hickey and Peter Mohan with The Game of Love, Outdoor Relief and the Reel of Bogie from The Cobblestone SessionsShotts and Dkyehead Pipe Band with Diaspora (Mark Saul), The Bob of Fettercairn and The Brown Haired Maid from RiseSupport the show

More great tunes and tales of all things bagpipes, including the story behind the house for sale in Dunkeld, Perthshire, which was built in the 18th century for the piper to the Duke of Atholl. He led quite an interesting life!  There's sets too from Llan de Cubel, John Patrick, Stuart Liddell, and Clan Alba, a song from Silly Wizard, pipe tunes on the moothie from Donald Black, and extracts from the marvellously powerful music suite, The Bruce 700, commissioned in 2014 by Stirling Council to commemorate the 700th anniversary of the Battle of Bannockburn. TracksLlan de Cubel with El Molin del Puirtu from Un Tiempu Mayor John Patrick with Wiseman's Exercise, Stumpie, Reel of Bogie, Munlochy Bridge, Roderick MacDonald, Johnnie MacDonald's Reel and Donald MacLean from the Piping Centre Recital Series 1997.Allan McDonald , Neil Johnstone and Full Cast of The Bruce 700 – Bruce's March, Battle of Bannockburn, Caoineadh, Lament, the Road to Loch Nam Bairneas from The Bruce 700Silly Wizard with The Parish of Dunkeld / The Curlew  from Live AgainStuart Liddell with A Mhoire Mhin-Gheal, Fagail Bharaidh, Tom an Earraich, Break yer Bass Drone, Harris Dance, McFadden's Reel, Alistair Fraser's Welcome to Cape Breton, The Sheepwife from Inveroran Donald Black with Paddy's Leather Breeches, Kenny Gillies of Portnalong, Wee Todd from Westwinds. Clan Alba with the Clan Alba March, Lexy MacAskill, Latha Siubhal Beinne Dhomh, The Hawk from Clan AlbaSupport the show

As a British revenue officer, David Robinson was in favour of the British Crown buying the sovereign rights of the Island from the Lord of Mann, the Duke of Atholl, in 1765 in order to suppress 'the trade' - or 'smuggling' as the British Government considered it. Professor Van Helsing is trying to persuade Dr John Seward to open his mind to strange possibilities outside of accepted science. And he has a proposal regarding the burial place of Lucy Westenra. Y kiaull ain y cheayrt shoh - TRIP - Turning tides PLETHYN - Ar ben waun Tredegar THE SCOTTISH FIDDLE ORCHESTRA - Medley for the Gay Gordons ANDRE-PAUL & ROBERTIS BARS - Soun ar bouesoun DERVISH - Welcome poor Paddy home KERENSA - Melyn Charlie/Ker Syllan RUTH KEGGIN & RACHEL HAIR - Vuddee veg Y MONIARS - Cofio am Cayo TRIP - Towards the storm

Gary pays musical tribute to long-term friend and stalwart of the pipe band scene, Drum Major Alister 'Bo' Walker of both the Vale of Atholl and Atholl Highlanders pipe bands who sadly passed away this week after a long battle with illness. There are tunes too from the Simon Fraser University pipe band, from top uillean piping duo, Tiarnan O Duinnchinn and Cillian Vallely,  from Australian 'modern piping'  guru, Lincoln Hilton, and there's an upbeat cheery Fandango from Galician all-rounder, Christina Pato. Rounding off this week's menu, there's a very fine piece of musical storytelling from the Battlefield Band's vintage album, Anthem For the Common Man.If you would like to support the show by subscribing and becoming a Friend of the Podcast, you can do so hereSupport the showTracks PlayedTiarnan O Duinnchinn and Cillian Vallely, with Excerpt From the Singing Strings Part 3 from Live Recordings From the William Kennedy Festival Gary West with Drum Major Alister Walker, Atholl Highlanders (G West), Jimmy Menzies of Baledmund (Pete Clark), Glen Tilt (John Crerar), The Smith of Killiechassie, Miss Proud from The Piper and the Maker 2 - Celebrating C.Vale of Atholl Pipe Band with Eileen Mary Connolly (Martin Hughes), Mrs Stewart of Grandtully, The New Reel, O'Rourke's, Electric Chopsticks (RS MacDonald), Good Drying (RS MacDonald) from Live ‘N Well – The Motherwell ConcertCristina Pato with Fandango: Prueba de Fuego  from Latinahttp://www.cristinapato.com/en/Battlefield Band. The Yew Tree (Brian McNeill) from Anthem for the Common ManSimon Fraser University Pipe Band with 400% (Lincoln Hilton)  from Live in New Yorkhttps://sfupipeband.com/Lincoln Hilton with Odyssey (single) https://www.mdpiping.co.uk/pages/aboutSupport the show

Gary brings you exclusive highlights from this year's main piping concert at Celtic Connections, held in the main auditorium of the Glasgow Royal Concert Hall. Names and Places is a full length suite composed in the late 1980s by Martin Hughes and Ian Kirkpatrick of the band, Eclipse First, and was (we reckon) the first to be conceived specifically for the combination of pipe band and folk group. The piping and drumming on the original album was provided by members of the Vale of Atholl, some of whom returned to join an all star cast in this re-working of the piece led by musical director, Lorne MacDougall. Also on the menu this week, we catch up on results from last weekend's Atholl Gathering in Perthshire, and hear a magnificent rendition of the Lament for the Viscount of Dundee by Roddy Macleod as well as a little of the background to the tune from Gary.Support the showTracks PlayedChris Gray with High Voltage (C Gray) from his album, Chris GrayLanding at Roscoff from Names and Places, Live at Celtic Connections 2023The West Wind, Isle de Groix, Grande Nuit du Port de Peche from Names and Places, Live at Celtic Connections 2023Tony McManus with The Lament for the Viscount of Dundee from Ceol MorRoddy MacLeod with The Lament for the Viscount of Dundee  available onhttps://roddymacleodbagpipes.com/piobaireachd-downloads/The Oban Inn, the Victoria Bar and the Craigdarroch Arms from Names and Places, Live at Celtic Connections 2023The Creagorry Ceilidh and the Boys and Ballivanich from Names and Places, Live at Celtic Connections 2023Support the show

We learn a little more about Captain John Taubman of The Nunnery, before David Robertson points out other fine houses for hospitality in the neighbourhood of Douglas - Captain Southcote's Ballaughton, Lord Henry Murray's Atholl-lodge on Port-e-Chee and The Hague in Onchan, formerly the home of the late Richard Betham. We return to Captain Taubman for his work in agriculture. Professor Van Helsing has arranged for some flowers to be sent for Lucy Westenra from his friend's glasshouse in Haarlem. Lucy is rather nonplussed to find that they're garlic, but the Professor assures her it's no joke and that he and Dr John Seward will decorate her room with them and make a wreath to wear round her neck. As y kiaull ain - RON KAVANA - The sea around us ELIANE PRONOST - Kousk, va lellig, kousk NEVILLE DILKES & ENGLISH SINFONIA - Lord Peter's stable boy BUNSCOILL GHAELGAGH - Ellan Sheeant STEVE EAVES - Pa le yw hwn RACHEL HAIR & RON JAPPY - Lochinver RICHARD TRETHEWEY - We be ANGELA MURPHY - The dacent Irish boy THE MORDEKKERS - Carn Menyn

Was there a branch of Clan Cameron is Atholl?  Not according to Wikipedia;).  Here's some cool details on something Cameron found in his research.  My apologies to Cameron Moser, who was running the tent for Clan Cameron at the Scots on the Rocks festival in Moab, UT in October.  This is my interview with him.https://www.youtube.com/channel/UCVefgJWXdhFbq_MwPFTWe2w scottish-clans.com scottish-clans.com/team scottish-clans.com/somerled usakilts.com  

The wee spring flooers like snadrops, are sma – bit maybe an important symbol o hope. In this Episode we continue tae follow an celebrate the stories that mak oor history an culture – wi a focus on the Vale o Atholl. Renowned fiddler Pete Clark tells us aboot the Niel Gow Festival in Birnam […] The post Scots Radio | Episode 86 | March 2022 first appeared on Scots Radio.

These short plays, produced by Manx National Heritage, are based upon some very engaging and little known stories discovered within the Dukes of Atholl archive. They relate to the Atholls' administration of the Isle of Man between 1736 and 1830. The Dukes of Atholl archive is currently being catalogued at the Manx Museum, with papers dating from 1630-1839. The plays were written and performed by Labyrinth: History in Action players.

Negotiation Marathon: How to Manage Emotions during Conflict With: Romina Muhametaj Amanda Ripley Dre Baldwin Jay Fields Atholl Dunkin Will Mohan In this negotiation marathon, our guest will speak about: Conflict, transformation, Mental tools for negotiation, 1% Leverage, Trust, Teammates, Motivation, and Sales.  Request a Custom Workshop For Your Company Get Free Access to Over 15 Negotiation Guides Follow Kwame on LinkedIn

Negotiation Marathon: How to Manage Emotions during Conflict With: Romina Muhametaj Amanda Ripley Dre Baldwin Jay Fields Atholl Dunkin Will Mohan In this negotiation marathon, our guest will speak about: Conflict, transformation, Mental tools for negotiation, 1% Leverage, Trust, Teammates, Motivation, and Sales.  Request a Custom Workshop For Your Company Get Free Access to Over 15 Negotiation Guides Follow Kwame on LinkedIn

As two guiding worlds collide we get the rare opportunity to blether together about places and events we've encountered on our travels. In this episode Helen reflects on a recent visit to Blair Castle in Perthshire, home to the Dukes of Atholl. Liz on the other hand has been in Edinburgh admiring the world's first floral clock which the public have been admiring in West Prince's Street Gardens since 1903.

John is joined by Natasha Sideris, the 47-year-old entrepreneur that has expanded from a single Tashas restaurant in the Joburg suburb of Atholl to five brands across two geographies and has announced plans to grow both the brand portfolio and its global footprint. See omnystudio.com/listener for privacy information.

There is a good variety of meat and fish to be had in Douglas market, according to Rev Thomas Stephen's poem of 1832, before he takes us out onto the Red Pier, designed by George Steuart and clad in Annan sandstone. George Steuart also was the architect of the Castle Mona for the Duke of Atholl. Jonathan Harker was being lulled - hypnotised - by dancing lights, but when they started to take the shape of the three dreadful women he'd been threatened by previously, he ran screaming to his room. After an anxious night, he's very pleased to see the new day - and with it, a new and daring plan. As y kiaull ain - SKEEAL - Creggyn ALED JONES - Mae hiraeth yn y mor THE BOWHOUSE QUINTET - Paddy Fahy's RYB AN GWELLA - Ple' ma an Jowl? JOHN McCORMACK - Ye banks and braes o' bonnie Doon SONERIEN DU - Laride en mineur GEORGE FORMBY - Isle of Man JOSEPH TAYLOR - Lord Bateman THE HALTON QUARTET - The good ship Halton

We hear about special 40th anniversary grants from Culture Vannin and the Manx Heritage Foundation, stories from the time of the Duke of Atholl come alive in Labyrinth players radio plays and astronaut Nicole Stott talks about her space dolphin!

Katharine Atholl, the Scottish Dutchess, upheld freedom of the individual and criticized totalitarian states. In 1931 she condemned the Soviet-induced famine in Ukraine and later that decade she warned against dictators such as Hitler and Mussolini.  Are you interested in learning about Ayn Rand's Objectivism? Check out our FREE ebook:

Episode Description: In this episode of Duchess, Emma Rutland meets the wonderful Sarah Troughton, custodian of one of Scotland's most enchanting stately homes - Blair Castle. In the episode, Sarah reveals how the Dukes of Atholl, who once called Blair their home, inherited the title of Lord of Mann - head of state of the Isle of Man. The Duchess is given the background on the Atholl Highlanders - Europe's last private army, and we're introduced to a former custodian who was not only the first female minister of state, but who also stood against Hitler. Top Quotes: “My greatest ambition with Blair Castle is to keep everything in tact but also to move with the times.” - Sarah Troughton “My advice to future custodians is to enjoy it. Remember to get to know everyone. Be observant, conserve and introduce new ideas.” - Sarah Troughton About the Guest and Stately Home: Sarah Troughton is a half-sister of the late Iain, 10th Duke of Atholl and she is the Head Trustee of the Blair Atholl Estate. Sarah is descended from a long line of incredible women. She was also the 21st Grand Master of the Keepers of the Quaich: an exclusive and international society that recognises those that have shown outstanding commitment to the Scotch Whisky industry. Her husband is the architect Jamie Troughton. Blair Castle is one of Scotland's greatest castles, seated in the Highlands of Scotland near the village of Blair Atholl in Perthshire. It is the ancestral home of the Murray Clan, and was historically the seat of their chieftain, the Duke of Atholl. The castle is a category A listed building, and the grounds are included in the Inventory of Gardens and Designed Landscapes in Scotland, the national listing of significant gardens. Blair is also the home to the Atholl Highlanders which is the only remaining private army in Europe, and act as the personal bodyguard to the Dukes of Atholl. About the Host: Emma Rutland, The Duchess of Rutland, did not always stride the halls of stately homes. Born Emma Watkins, the Duchess grew up the daughter of a Quaker farmer, in the Welsh marsh countryside. She trained as an opera singer in the Guildhall School of Music, and worked as a successful interior designer before meeting her future husband David Manners, the 11th Duke of Rutland, at a dinner party. Their marriage in 1992 would transform Emma Watkins into the 11th Duchess of Rutland, thrusting her into the world of aristocracy, and handing her the responsibility of one of the nation's great treasures: Belvoir Castle. While simultaneously running the day to day operations of the castle, and raising five children, The Duchess became fascinated with the history and importance of the other stately homes of the UK. Join The Duchess as she embarks on a wonderful journey through time, to learn more about the incredible homes that have defined Great Britain and, most importantly, meet the other extraordinary women who work tirelessly behind their doors to preserve their history and magic for future generations. Resources: https://blair-castle.co.uk/ (https://blair-castle.co.uk/) https://www.belvoircastle.com/ (https://www.belvoircastle.com/) https://www.onefineplay.com/ (https://www.onefineplay.com/) https://www.emmaduchessrutland.com/ (https://www.emmaduchessrutland.com/) https://www.duchessthepodcast.com/ https://www.abercrombiekent.co.uk/about-us/partners/duchess

There are about 65 million people in the UK and 60 million acres of land – almost enough, in theory, for an acre each. (It's not quite that simple, of course, and not all acres are equal.) Yet about two-thirds of the land – 40 million acres – is owned by fewer than 6,000 people. Land is the most basic form of wealth there is, so if there is a more telling statistic about the unequal distribution of wealth in this country, I'd like to know what it is. And it's been that way since 1066.Today, so distorted is our system of taxation, many landowners actually receive subsidies for for land. The rest of us, meanwhile, must pay council tax. The largest landowners, whether families or institutions, exploit tax loopholes. Some families pass land from one generation to the next via the tax avoidance vehicle that is the trust, while the rest of us must pay inheritance tax.The complexity and inconsistency of our tax systems are to blame for so much wealth inequality. One group - large institutions, the super-rich, the government - has the resources to find the loopholes and exploit them, the rest of us don't: and so pay more on a proportional basis. Complexity allows there to be one rule for some and another for everybody else.About the only way the person who starts out with nothing can improve his or her lot is through labour. And yet we tax labour constantly and heavily. The worker pays the vast majority of taxes: 40% of government revenue comes from income tax and national insurance, with another 20% from VAT.The wealth of the super-rich does not derive from their labour, however. It derives from the appreciation in the value of their land, their houses, their stocks, their shares, their bonds, their fine art – what economists call their assets. These go untaxed, unless you sell. So most don't.If you want to redistribute wealth naturally, rather than via the moral minefield that is state re-allocation, the answer lies in changing the way we tax people.Instead of taxing our labour – what we produce – why don't we tax what we use? Instead of taxing the wealth that is earned, why don't we tax the wealth that is unearned? I'm talking about land. Nobody made the land. Nature gave it to us. By building on it, or farming it, or mining it, you have improved it, but the land itself was always there. So let us look solely at the unimproved value of the land. This is easy to assess.Obviously real estate in city centres commands an extremely high value, remote rural farmland very little.If you want the right to occupy a piece of land, and you want the government to protect your title to that land, then a rent should be paid to the community that reflects the value of that land, because it is the needs of the community which have given that land value. The least bad taxWhat I'm describing might sound extremely left wing, but the granddaddy of rightwing economists, Milton Friedman, described it as the, “least bad tax”: that is LVT – land value tax.Who would pay the most if we hand land value tax in the UK? Whoever occupies the most valuable real estate. The Queen (she owns most of it - or rather the crown does), the Duke of Westminster (or rather the Grosvenor Trust, which owns the land), the Duke of Buccleuch, the Duke of Atholl, Captain Alwyne Farquharson, pension funds, utility companies and large government bodies such as the Forestry Commission and the Ministry of Defence.The late duke may have been a canny businessman, but he did not invent anything new, he did not bring some amazing new product or service to the world, which we all wanted to use. His ancestors benefited from the corn laws 200 years ago and the estates were built. Now planning laws are such that few can build anything new. The estate, which owns some of the most desirable land in London, was effectively handed a monopoly and the duke made good from the fact that so many people want to live and work in London.There's big money to be made in land banking but there is nothing creative about it. You are not bringing anything new to the world or improving it. It is simply exploiting the restrictive planning laws in this country that prevent progress and money supply growth. It is crony capitalism at its worst.If you don't want to pay land value tax, you don't have to. This is a tax that is voluntary. You simply sell the land to someone who is prepared to.The amounts of tax payable are clear. It's an easy tax to administer. It doesn't require 10 million words of tax code. And there need be no loopholes. The land is here – it is not in the Cayman Islands – and you are the owner.The Green party actually has LVT in its manifesto, but it has it in addition to other taxes. LVT should replace other taxes.Remember the mantra: don't tax labour, tax land. Not only would it make for a much healthier, happier and more productive society, it would make for one in which wealth is more fairly distributed and one in which the relationship between government and citizen is held in balance.This article first appeared here in the Guardian. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.theflyingfrisby.com/subscribe

There are about 65 million people in the UK and 60 million acres of land – almost enough, in theory, for an acre each. (It's not quite that simple, of course, and not all acres are equal.) Yet about two-thirds of the land – 40 million acres – is owned by fewer than 6,000 people. Land is the most basic form of wealth there is, so if there is a more telling statistic about the unequal distribution of wealth in this country, I'd like to know what it is. And it's been that way since 1066.Today, so distorted is our system of taxation, many landowners actually receive subsidies for for land. The rest of us, meanwhile, must pay council tax. The largest landowners, whether families or institutions, exploit tax loopholes. Some families pass land from one generation to the next via the tax avoidance vehicle that is the trust, while the rest of us must pay inheritance tax.The complexity and inconsistency of our tax systems are to blame for so much wealth inequality. One group - large institutions, the super-rich, the government - has the resources to find the loopholes and exploit them, the rest of us don't: and so pay more on a proportional basis. Complexity allows there to be one rule for some and another for everybody else.About the only way the person who starts out with nothing can improve his or her lot is through labour. And yet we tax labour constantly and heavily. The worker pays the vast majority of taxes: 40% of government revenue comes from income tax and national insurance, with another 20% from VAT.The wealth of the super-rich does not derive from their labour, however. It derives from the appreciation in the value of their land, their houses, their stocks, their shares, their bonds, their fine art – what economists call their assets. These go untaxed, unless you sell. So most don't.If you want to redistribute wealth naturally, rather than via the moral minefield that is state re-allocation, the answer lies in changing the way we tax people.Instead of taxing our labour – what we produce – why don't we tax what we use? Instead of taxing the wealth that is earned, why don't we tax the wealth that is unearned? I'm talking about land. Nobody made the land. Nature gave it to us. By building on it, or farming it, or mining it, you have improved it, but the land itself was always there. So let us look solely at the unimproved value of the land. This is easy to assess.Obviously real estate in city centres commands an extremely high value, remote rural farmland very little.If you want the right to occupy a piece of land, and you want the government to protect your title to that land, then a rent should be paid to the community that reflects the value of that land, because it is the needs of the community which have given that land value. The least bad taxWhat I'm describing might sound extremely left wing, but the granddaddy of rightwing economists, Milton Friedman, described it as the, “least bad tax”: that is LVT – land value tax.Who would pay the most if we hand land value tax in the UK? Whoever occupies the most valuable real estate. The Queen (she owns most of it - or rather the crown does), the Duke of Westminster (or rather the Grosvenor Trust, which owns the land), the Duke of Buccleuch, the Duke of Atholl, Captain Alwyne Farquharson, pension funds, utility companies and large government bodies such as the Forestry Commission and the Ministry of Defence.The late duke may have been a canny businessman, but he did not invent anything new, he did not bring some amazing new product or service to the world, which we all wanted to use. His ancestors benefited from the corn laws 200 years ago and the estates were built. Now planning laws are such that few can build anything new. The estate, which owns some of the most desirable land in London, was effectively handed a monopoly and the duke made good from the fact that so many people want to live and work in London.There's big money to be made in land banking but there is nothing creative about it. You are not bringing anything new to the world or improving it. It is simply exploiting the restrictive planning laws in this country that prevent progress and money supply growth. It is crony capitalism at its worst.If you don't want to pay land value tax, you don't have to. This is a tax that is voluntary. You simply sell the land to someone who is prepared to.The amounts of tax payable are clear. It's an easy tax to administer. It doesn't require 10 million words of tax code. And there need be no loopholes. The land is here – it is not in the Cayman Islands – and you are the owner.The Green party actually has LVT in its manifesto, but it has it in addition to other taxes. LVT should replace other taxes.Remember the mantra: don't tax labour, tax land. Not only would it make for a much healthier, happier and more productive society, it would make for one in which wealth is more fairly distributed and one in which the relationship between government and citizen is held in balance.This article first appeared here in the Guardian. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit frisby.substack.com/subscribe

Irouma Ezike from Penzance Primary School, Keshav Pillay from Whetstone Primary, Mohamed Ahmed from Atholl Heights Primary School, and Zesuliwe Msomi from Canaan College are our semi-finalists today, one of these grade 4's will join us at the final to play for prizes to the value of R100 000! Last Kid Standing is BACK for another A-M-A-Z-I-N-G Season with SASKO!

Mohamed Ahmed from Atholl Heights Primary School. We'll see you on Friday in the Semi-Finals when you compete to be the last Kid Standing! To represent your school, go to ecr.co.za right now! You can win your share of prizes to the value of R100 000. Keyuri Govender from Star College Pre Primary , Mohamed Ahmed from Atholl Heights Primary School and Sema Bhoola from Glenashley Preparatory School are playing against each other in round 3.

In this episode, Atholl Duncan, Chair of Black Isle Group and author of "Leaders in Lockdown", discusses the main communication challenges we face as it relates to working from home, how to cultivate trust and strengthen team work, and what kinds of leaders will succeed in this new world. Request a Custom Workshop For Your Company Get Free Access to Over 15 Negotiation Guides Black Isle Group Leaders in Lockdown Follow Atholl on LinkedIn Follow on Kwame LinkedIn Kwame Christian with Atholl Duncan

Atholl Duncan is the leader of The Edge Coaching and Consultancy. He blends his wisdom of having “been there and done it” in a range of board roles with his experience from a decade of coaching CEOs, CFOs, and high potential leaders. He currently Chairs three boards – leadership development and technology business Black Isle Group, UK Coaching and Salmon Scotland, which represents a one-billion-pound sector of the UK economy. He is also a former interim Chair and non-executive director of the British Horseracing Authority – which runs the UK's second largest spectator sport. He's the Audit Chair of a cinema business. Atholl was a senior executive at the BBC for many years. He led the BBC's coverage of the Lockerbie disaster and the Dunblane shootings. He holds the Insead Coaching Certificate and studied leadership and strategy at Harvard and Cranfield. He also specializes in personal brand building, individual impact and presentation skills. He relishes “speaking truth unto power”. He's the author of “Leaders in Lockdown” We are all facing a tsunami of change as we face the many challenges of life after lockdown. So, what can we learn from what we've all been through? How will the world change? And how must we adapt as leaders and individuals to face a world where so much is no longer the same. NOTES: -How things have changed in our lives due to COVID and Lockdowns -New wave of leaders are more compassionate, caring, and listen more -The demanding directive leader is becoming a thing of the past as it's not effective -We are learning that compassion and empathy actually support our teams to generate better results -We need to work on creating and transforming our own environments -Creating purpose and focus in work work while distractions are at all time highs -“Will it make the boat go faster” a way to look at what's important -The 7 Themes of Leadership Business Website: www.the-edgeconsultancy.com LinkedIn Page/Profile: https://www.linkedin.com/in/athollduncan/ Email Address: atholl@the-edgeconsultancy.com

In this week's episode, we are joined by Atholl Mills! Atholl is present on TikTok, Instagram, and YouTube! He creates content regarding his disfigurement caused by Cystic Hygroma, being Gay/coming out and also posts covers to some of his favourite songs. In today's episode, we cover several topics relating to these ideas. For example, we talk about Cystic Hygroma (how it affects confidence/mental health), receiving ignorant comments, being comfortable in your sexuality and the impact social media have on this impressionable generation. Be sure to check this episode out! --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/unraveling-the-world-podcast/support

In this episode, Atholl Duncan, Chair of Black Isle Group and author of "Leaders in Lockdown", discusses the main communication challenges we face as it relates to working from home, how to cultivate trust and strengthen team work, and what kinds of leaders will succeed in this new world.Request a Custom Workshop For Your CompanyGet Free Access to Over 15 Negotiation GuidesBlack Isle GroupLeaders in LockdownFollow Atholl on LinkedInFollow on Kwame LinkedInIf you've been a listener of the show and you've gotten a lot out of our programming, you can click here to Support Negotiate Anything.Kwame Christian with Atholl Duncan Support this show http://supporter.acast.com/negotiate-anything. See acast.com/privacy for privacy and opt-out information.

Welcome to Future Faith, a podcast, newsletter, and publication about living faithfully in an age of democratic destruction, ecological collapse, and economic irrelevance, available for free on Spotify, Apple Podcasts, and Substack:Every morning I go on a walk past a river, beside a centuries-old working millpond, into a graveyard and apple-laden church ground, and through the ruins of a twelfth-century abbey.If you walk around my village, you'll see dozens of houses that are made of the exact same stones as the former abbey.There's a reason for this: When Henry VIII dissolved all the monasteries and started his own church in order to self-bless his murder of innocent women, locals in my village stole the monastery's rocks.The faded tourist sign says that the locals treated the monastery as a “convenient quarry.”A convenient quarry.That's Christianity vs. Secularism in a nutshell, isn't it?Because it's inherently consumerist, post-modernity loves to harvest what Christians first cultivated:* Hospitals* Universities* Human rights* Universal basic incomeSecularism wants the kingdom without the king, the light without the power, the cathedral without the cornerstone.MonasteriesWhat do you picture when you hear the word “monk?”Old men in black robes?Old women in white robes?Why not a young bearded brewer who brews beer for the glory of God?Why not a stay-at-home dad who adores children and wants to adopt a dozen orphans?Why not a working mom who erects houses for the benefit of people who would never qualify for a mortgage?What do you picture when you hear the word “monastery?”A rotting stone building, utterly detached from the world?Why not a vibrant house, street, neighborhood, village, or city?When I hear the word “monastery,” I envision an estate.When Henry VIII dissolved the monasteries, he sold their buildings and land to whichever local elite offered the most cash.This allowed the British aristocracy to amass vast estates, with thousands of those plundered monasteries still owned by those same families to this day. (There are 144 estates over 10,000 acres in Scotland alone.)Michelle and I have visited dozens of estates on various outings around the UK:* Chatsworth (1,822 acres, down from 200,000) invented the banana we all know and love.* Buccleuch (217,000 acres) raises 19,670 sheep, 700 cattle, 32,000 hens, and 117 red deer hinds.* Atholl (124,000 acres) hosts weddings and functions, has a trailer park, and does castle tours.* Highclere (5,000 acres) shot to fame as the shooting location for Downton Abbey.When I picture a modern monastery, I picture a not-for-profit sustainable estate — studded with dozens of villages and hundreds of people — being run by kingdom principles for kingdom purposes.The kingdom economyThe poor will always be among us because the rich will always be above us.But not in the Acts 4 church, where there were “no needy people among them.”And not in today's monasteries, either.For nearly 1,700 years, Christian monks and nuns have practiced Universal Basic Income.In my travels, I've visited monasteries in Greece, Italy, Spain, England, Scotland, and elsewhere. I've been to many of the great foundations, including Monte Cassino, Assisi, Subiaco, etc. Monasteries are the last place in Christendom that still practice koinonia, the ancient and subversive Acts 2 practice that radically set apart the early church from the rest of society.Koinonia is often translated as “community” or “fellowship,” but both are really terrible translations. “Brotherhood” and “communion” come closer, but the best description of koinonia might be “non-political spiritual communism.”From each according to his ability, to each according to his need.This isn't forced or coerced secularist state-implemented communism. We know that doesn't work.This is a Holy Spirit-led sharing of life. It is a communal life the world can never know or re-create. In monasteries, koinonia looks like this: Everyone works a reasonable amount of time (typically 4–6 hours each day, 5–6 days each week) and contributes 100% of the proceeds to the monastery. The abbot and his team then ensure that everyone's needs are provided for: food, clothing, shelter, medical, soul care.No one is wealthy, but everyone is rich.The impossibility of individualityJust like biblical churches, monasteries aren't democracies.The abbot or abbess (from “abba,” meaning father) is in charge.All the brothers or sisters put their faith in Christ and their trust in their abbot, and he is to lead them well — not as coercive politicians do, but as a true servant-hearted leader.That's why most rich Westerners — single or otherwise — will never enter a monastery.It requires submission and surrender to a communal cause.How will they know us?I wish Christians were more like Jews and Muslims.You can always spot a Jew in the crowd.She's the one with gorgeous hair and the husband with the yarmulke.You can always spot a Muslim in the crowd.They're the ones not eating until sundown.I'm not saying we should cover our women or face east at sunset. You know what I mean. Christians are barely discernible.There's only ever been one marker that really separates Christians from our neighbors — unconditional love, even for those who hate us.But are we loving radically enough to make the world take notice in this attention culture?Where are all the disturbing Christians?Why don't people leave our presence feeling deeply unsettled?Being around Christians should feel conspiratorial, revolutionary, even dangerous.After all, we serve a God who wants to change everything.There is some biblical precedence for the concept of monasticism:* Elijah fled to the desert during a time of great persecution, and communed with God until the day he was called the restore the kingdom to their heavenly king.* Yahweh sent Moses and the Israelites into forty years of desert wanderings in order to shake off the mental shackles of slavery and prepare them for life as a free people.* John the Baptist counterintuitively moved to the desert to become an evangelist and prepare the way for his cousin Jesus.* If you study the life of Jesus, note how many times Christ removed himself “to a desolate place.”Notice how all of these “monks” were incredibly connected to God and deeply invested in the renewal of the world? Notice how setting themselves apart actually allowed them to dive into culture and make a greater impact? It's almost as though Christians are supposed to retreat in order to advance.Let's face it: Churches haven't been churches in a long time. Worship bands and motivational preachers and fancy buildings take precedence over sharing our wealth, living a rule of life in community, and housing the poor.It's almost as if the monastery is a place of reformation and preparation for the next move of God in our lives and our culture.First EgyptWhen most people think about monasteries, they assume it's just a retreat from “reality.”And it definitely can be that.But that wasn't the original intention, not by a mile.Inspired by Elijah and John the Baptist, monastics like Anthony the Great renounced the brutality, injustice, and oppression of the Egyptian mega-cities and moved to the desert to practice a Christ-centered life.Pachomius developed the idea of monks living together, and in doing so, creating an alternate social structure to stand in sharp contrast to the rest of the world.In an age before the Internet, social media, and viral videos, more than 50,000 people joined the Egyptian desert fathers and created what became known as Cities of God.From there, the movement went viral, spreading all over the planet.Monasteries aren't retreats— they're just new garden cities where the presence of God is actually welcomed.Because monastics renounce individualism and work together as humans were meant to do, it means they inevitably become places of great art and culture, both attracting outsiders and sending people back out.A nowhere always becomes a somewhere when Someone shows up.Then ItalyA college student named Benedict of Nursia grew so horrified by city life in Rome that he moved to the ruins of Nero's villa at Subiaco. Living by the simple rule of “ora et labora” (pray and work), Benedict founded twelve communities in all, laid the groundwork for Western monasticism, and single-handedly saved Western civilization from extinction.Benedict shapes every single day of our lives, and you can trace a direct line from Benedict's communities to the faith transformation of hundreds of millions of people over the past 1,500 years.A nowhere became a somewhere when Someone showed up.Then GermanyIn 1722, Nicolaus Ludwig Count von Zinzendorf bought a huge estate from his grandmother and invited several hundred Christian refugees to build a village on a corner of his estate.The Herrnhut story is now world-famous, especially the 24/7 prayer meeting that lasted for more than a century and sparked America's Great Awakening.The community sent out hundreds of missionaries to all parts of the world, ministering to slaves in the West Indies and the Inuit in Greenland.They founded a denomination that still has over 1,000 congregations.They played a vital role in the salvation of John Wesley, whose ministry has impacted tens of millions of hearts.One estate — one monastery — continues to impact lives nearly three centuries later.A nowhere became a somewhere when Someone showed up.Monasticism has problemsAs usual, religion crept in, always ready and willing to replace real leaps of faith.The monks in many monasteries I've visited get up far too early, hours before the sun, as though it's somehow “godly” to ignore the natural rhythms by which God saw fit to govern our biological bodies.Many monasteries fundamentally misunderstand prayer, spending four to six hours per day in the recitation of written chants instead of practicing a constant communion with Christ that leads to real action.Many monasteries are self-protective and entirely self-focused, completely ignoring the Scriptural call to go out to the ends of the earth — that we are the hands and feet of Christ who must go to seek and save the lost.Entrepreneurs for JesusWe are living in an age of democratic destruction, ecological collapse, and economic irrelevance.As the hyper-elites execute their Great Reset, the world is headed toward an unprecedented economic crisis. Within our lifetime, billionaires will control the global economy, the average house will cost $10 million, and surveillance currencies will dominate society.This new economy is creating millions of families in need of affordable shelter, climate refugees in need of resettlement, and workers in need of sustenance when they are excluded from the corporate economy.The church has a once-in-ten-generations opportunity to serve an unprecedented number of people in dire economic straights.Throughout history, monasteries have fulfilled the biblical mandate to provide food, clothing, and shelter to people in need. To fund these works of generosity and hospitality, monks and nuns have practiced sanctified stewardship for millennia:* Vatopedi Monastery grows olive oil.* Himmerod Abbey had a museum, art shop, cafe, guesthouse, and fishery.* Saint-Sixtus Abbey brews the best beer in the world.* Caldey Abbey makes perfume.* Ampleforth Abbey presses cider.* Prinknash Abbey blends incense.* Little Portion Hermitage runs a bakery.* Cîteaux Abbey ages cheese and makes caramels.* Buckfast Abbey hosts conferences and raises honeybees.* Lindores Abbey invented scotch.Depending on the skills and passions of the monks and nuns at each monastery, the community soon becomes self-sufficient —  and because they live so simply, don't have a profit motive, and share everything in common, they soon have a surplus to share with a world in need.Questions to prayerfully considerWhere will God show up to meet real needs next?Will we be the ones to welcome Him in?My friend Andrew says that his job in life is to transfer as much earthly money into eternal value as possible.It begs some questions:* If all your needs were met and you didn't have to work a job to pay bills, what would you do for the kingdom?* How would you contribute to the kingdom if you didn't have to waste a moment working to pay rent or a mortgage?* How would you invest your time in eternity if you didn't have to enrich a land-lorder or a banker?Most people miss their calling because they get mired down trying to pay bills.God can and often does use us when we're working those dead-end jobs, but let's not pretend we weren't all made for more.You are unique in all of human history, with gifts and talents and strengths to contribute to the world that no money-hungry business could ever extract.“Vocation” comes from the Latin for “voice.”Does your work speak of who you are and whose you are?You are worth more than your paycheckWe can survive without bankers and landlords, but we can't live without farmers and mothers.So why do the former get paid so much more than the latter?Because we live in an upside-down society:* Insurance salesmen are incentivized to deny claims and let people die, while nurses suffer to keep people alive.* Fart app creators make millions while teachers have to buy their own chalk.* Bankers sit at a desk all day and type fake credit numbers into a screen, while active workers must pay them back by creating and handing over real wealth.Sadly, most of the vocations that really matter, the ones that are incredibly humanizing, are almost entirely devalued by the monetary system:* Caring for widows/single moms* Feeding the hungry* Clothing the naked* Visiting prisoners* Being a mother or father, especially to orphans, foster kids, and at-risk teens* Sustainable organic farming, forestry, and soil production* True education (not propagandizing or teach-to-test)* MentorshipBut these callings matter — really matter — in the monastery system.A vision for a modern monasteryImagine an estate.Hundreds or thousands of organic and sustainable acres under stewardship.Dozens of villages.Maybe even a garden city or two.Hundreds of families, couples, and singles by choice and by circumstance.With everyone answering a calling, practicing a real vocation, working as unto the Lord.Not one land-lorder or banker to lay waste to anyone's time.With all profits to advancing the kingdom of heaven instead of the empire of man.A group of people setting themselves apart in order to advance the Kingdom.Like the monastic movements of the past, this one monastery could serve as a template for hundreds or thousands of others to follow — a platform for launching new and better works around the world.It's time for Christians to make monasteries great again.A call to actionThe church of Christ has been a convenient quarry for secularism for the past century, and as our society now grounds itself to dust, there is an opportunity to rebuild cities of God on firm foundations with the only cornerstone that cannot be shaken.Please pray that God would send radically generous gospel patrons to fund the rebuilding efforts.Some of these city-monasteries will be family condos in high-rise towers.Some of these monasteries will be slums in hyper-cities.Some of these monasteries will dorms in universities.Some of these monasteries will be renovated abbeys and nunneries that have gone belly-up due to religion and a lack of vision.In our case, we sense ours will be some sort of village-packed eco-estate.Each of us needs to seek God's face on the kind of set-apart monk or nun He is calling us to become.We are the hands and feet of Jesus in this world. The harvest has and always will be plentiful, but the workers are few. So let's get to work.Thanks for listening to Future Faith. We are 100% follower-supported, so please head over to jaredbrock.com to partner with us as a gospel patron.If you think this episode is important and adds value to our global church family, please email the link to your friends or share it on social media. Get full access to Future Faith at jaredbrock.substack.com/subscribe

Glamour camping is called “glamping”, and it has its roots in 16th century Scotland when the Duke of Atholl built luxurious tents to entertain King James V. Today's version is focused on providing an upscale experience in the outdoors, and RV parks are the center of this travel offering. In this RV Park Mastery podcast we review what “glamping” is all about and how you might introduce it into your property's list of options.

Atholl Duncan shares with Dr. Katrina Burrus, MCC his strategies for success that will help leaders transform what they do and how they do it. What are the most memorable stories of, “Leaders in Lockdown”? How will the world of business change after COVID? What have global business leaders said about change? Will people want to get back to the way things were? Will the pandemic change what it means to be a successful business leader? Atholl Duncan Atholl Duncan is an evangelist for change in the post-COVID world of business. He is Chair of Black Isle Group, a group of leadership performance development specialists. Atholl is an executive coach. His new book is, "Leaders in Lockdown: Inside Stories of COVID-19 and the New World of Business." You can learn more at: www.athollduncan.com, https://blackislegroup.com/lockdown/. Excellent Executive Coaching Podcast If you have enjoyed this episode, subscribe to iTunes. We would love a review on iTunes or other platform. The EEC podcasts are sponsored by MKB Excellent Executive Coaching that helps you get from where you are to where you want to be with customized leadership and coaching development programs. MKB Excellent Executive Coaching offers leadership development programs to generate action, learning, and change that is aligned with your authentic self and values. Transform your dreams into reality and invest in yourself by scheduling a discovery session with Dr. Katrina Burrus, MCC to reach your goals. Your host is Dr. Katrina Burrus, MCC, founder and general manager of www.mkbconseil.ch a company specialized in leadership development and executive coaching.

Atholl Duncan is Chair of Black Isle Group, leadership performance development specialists, and an international executive coach. Certified by INSEAD, he also studied leadership at Harvard and Cranfield. A former journalist and television producer, he worked for BBC News for more than 20 years. Learn more about his new book, Leaders in Lockdown: Inside Stories of COVID-19 and the New World of Business. Find out more about Atholl at: www.athollduncan.com --- Send in a voice message: https://anchor.fm/tboc/message Support this podcast: https://anchor.fm/tboc/support

Atholl Duncan is the Chair of the leadership development company Black Isle Group. Previously he served as the Head of News and Current Affairs for the BBC, where he was responsible for leading BBC's news operation in Scotland.Drawing on examples from wide-ranging organizations including Unilever, Philip Morris International, Link Asset Management, The New York Times, and the British Royal Family, Atholl provides a unique window into crisis management, leadership development, as well as the new world of work and the new age of purpose.Atholl describes himself as “an evangelist for change in the post-COVID world of business.” He says that applying the leadership learnings of the past 12 months will have an enduring and positive influence on business, society, and the planet.During the interview we discuss…memorable leadership stories from lockdownhow business has changed because after COVID3 themes of changes, according to global business leaderswhether people will want to go back to how things werewhether COVID has changed what it means to be a successful business leaderwhat leaders need think about regarding post COVID cultureAfter the interview…Follow Atholl on LinkedIn https://uk.linkedin.com/in/athollduncanFollow Atholl on Twitter https://twitter.com/athollduncanVisit Atholl's website at https://www.athollduncan.comFollow the Black Isle Group on LinkedIn  https://www.linkedin.com/company/black-isle-groupFollow the Black Isle Group on Twitter https://twitter.com/blackislegroupVisit the Black Isle Group online https://blackislegroup.comEmail Atholl at atholl@athollduncan.com=============Allison DunnExecutive Business CoachDeliberate Directions + Executive Business Coaching + Training Center3003 W Main Street, Suite 110, Boise ID 83702(208) 350-6551Website https://www.deliberatedirections.comLinkedIn https://www.linkedin.com/in/allisondunnPodcast https://podcasts.apple.com/us/podcast/deliberate-leaders-podcast-with-allison-dunn/id1500464675

A year ago, business leaders around the world began grappling with the pandemic and its massive impact on the workplace, the economy, and people's lives. Largely isolated and working from home, top executives were not only forced to quickly figure out how to adapt to keep their company running. They also had time to re-examine their standard practices and beliefs about doing business and leading others. Thanks to COVID-19, many leaders have embraced change, gained self-awareness, and become better leaders. What these leaders have learned about flexibility, resilience, empathy, collaboration, tackling inequity, and maximizing everyone's potential can help other leaders shift and prepare—in matters of strategy, operations, and mindset—for the challenges and opportunities ahead.      Atholl Duncan is Chair of Black Isle Group, leadership performance development specialists, and an international executive coach. Certified by INSEAD, he also studied leadership at Harvard and Cranfield. A former journalist and television producer, he worked for BBC News for more than 20 years. Atholl is the Chairman of Black Isle Group.  He was a senior executive with the BBC for many years; an Executive Director of ICAS; and a corporate affairs director for one of the UK's largest utility companies.  Atholl is currently Chair of the Scottish Salmon Producers' Organisation; Chair of UK Coaching; and a board member and former Chair of the British Horseracing Authority. He is an Insead Executive Coach with a leadership education from Harvard and Cranfield.   Topics During this interview Atholl and I discuss the following topics: Failures that businesses made during the beginning of lockdownHow leaders got their businesses out of “the hole”7 different themes from their researchHow senior leaders were able to remain resilient throughout the crisisHow businesses have strengthened their teams throughout the crisis For the complete show notes be sure to check out our website: https://movingforwardleadership.com/174

On this week's episode of Inside Outside Innovation, we sit down with Atholl Duncan, author of Leaders in Lockdown: Inside Stories of COVID-19 and the New World of Business. We talk about his interviews with senior executives from around the world during the first 100 days of lockdown and what he learned about crisis management, leadership development, and what's next in the post COVID hybrid world. Let's get started.Inside Outside Innovation is the podcast to help you rethink, reset, and remix yourself and your organization. Each week, we'll bring the latest innovators, entrepreneurs, pioneering businesses, as well as the tools, tactics, and trends you'll need to thrive as a new innovator.Interview Transcript with Atholl Duncan, Author of Leaders in LockdownBrian Ardinger:  Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger. And as always, we have another amazing guest. Today we have Atholl Duncan. He is author of Leaders in Lockdown: Inside Stories of COVID-19 and the New World of Business. Welcome to the show. Atholl Duncan: Thank you. It's great to be here and great to be a guest of yours. I'm looking forward to chatting about innovation and how we lead out of lock down Brian. Cause that's the question that everyone's trying to get their heads around there.Brian Ardinger: We have gone through disruption and I think people understand a little bit what that means. You have written this book. You spoke to 28 senior executives around the world in the United States, Europe, Asia, during the first hundred days of lockdown, to understand and get their feedback on what we were going through when it comes to disruption. So maybe we'll start with the book, give us a little hint and insights into what it's all about and what did you learn from it? Atholl Duncan: The way the book came about was in March of 2020, I sit on the boards of various businesses. And all of these businesses were in some state of jeopardy and certainly in a state of crisis. And I was pretty stressed by the whole situation. I think as most people were. And I decided that there was what I thought was a crossroads and history. Certainly, a crossroads, probably the defining moments of this century. And I wanted to capture them. So, I followed 28 business leaders, people who, whose businesses were spread from Asia to Europe, to UK, and many leaders in the US. And really to answer a couple of questions from them. How were they leading through the pandemic? And how did they think the world would change because of what we've all been through. Brian Ardinger: When you reached out to these leaders, what was the initial kind of feedback that you got? Was it nervousness? Was it excitement? What kind of what were the emotions that people were going through and specifically, how did they adapt to that sudden disruption? Atholl Duncan: I got remarkable access because these people were locked down in their kitchens. And it was like they'd witnessed some predictably dramatic accident because they just wanted to share with someone. They wanted to talk to someone about what was happening to their businesses, which were getting pretty smashed up at the time.So, they opened their Zooms to me. And they talked to me. They talked from the heart and they talked about how they hoped the world would change. And that the remarkable thing was that many of these people whose businesses, which they had built themselves over many years, lying, smashed round  about them.They remained remarkably humble and remarkably steady in their thoughts. But yeah, they knew this was a major moment. So, you know, even a year ago we knew this was a pretty significant moment. And the general message was that even back then, was this is a time to reset. Is a time to reset how we run our businesses and is a time to reset how we run society.Brian Ardinger: So, in the book and through the conversations you defined, I think seven core themes that came out through that. Can you walk the audience through a little bit about what are those core themes that you uncovered? And let's talk a little bit about each one of them. Atholl Duncan: Yeah. So, seven major themes. The first theme was the new age of purpose. And the feeling as one business leader said to me, that purpose was on steroids at the peak of the crisis. And that purpose now was no longer just words that you emblazoned on a website. It was now something that your employees, your customers and your investors would demand was delivered through action. And not just words. The second theme was the new world of work. Because we saw this remarkable thing that, you know, most people talk about, regarding Covid, which was the move to homeworking. And you know, one of the business leaders that I've talked to is a very senior executive at Tata, which is based in India. They moved 600,000 people to homeworking. Even 6,000 is big Brian, but this is 600,000 people. And you know, many, many major corporations were doing the same thing all around the world. As a crisis went on, people have realized that the new world of work was not just about home or remote or hybrid or flexible. We were really seeing defined probably a new, psychological relationship between the employer and the employee.Third theme was widening inequality. Because the virus widened inequality in so many ways. Obviously, it raised the Black Lives Matter, raised diversity and inclusion in a way that we hadn't seen before, but also homeschooling raised equality. The people who had access to digital. Homeworking raised in equality in terms of it was very comfortable for some people to be working from their homes. But those who had dysfunctional homes are in multi person homes, difficult for them. And then the vaccine. You know, we already see that there's 130 countries around the world, which haven't delivered one jab of the vaccine. 95% of the vaccines have been delivered in the richest countries in the world. So, there's this really quite a defining moment. Roundabout, the widening inequality gap. Fourth theme was about global cooperation, because at that moment when we hope that our politicians would be cooperating across global boundaries, they were doing, they were falling out. And I think generally, wherever you are in the world, we were pretty well let down by our politicians. Whether you were in Asia, Europe, or the U S it was a pretty, sorry ceiling. You actually saw large corporations, doing far better at global cooperation. If you look at the pharmas that developed the vaccines. If you look at the big tech companies who came together to try and work out track and trace. Next thing was resilience. Not just personal resilience, but you know, when the crisis comes, cash is king financial resilience is everything. And the resilience of the operations of these large corporations. Sixth theme was all about resetting the supply chain. Particularly if we're in manufacturing, we couldn't get stuff anymore. Borders were closed and we still see, you know, big shortages and computer chips, big shortage use in raw materials, and the prices of raw materials going up.So, this really brought the global supply chain to a shuttering halt. And I think a major cause to rethink 40 years of decisions that were made on productivity and costs and they all fly out the window, when our pandemic shuts the borders. And then the last theme probably dearest to my own heart is maximizing potential. So, maximizing the potential of your employees. We saw physical welfare and mental welfare, really going up the agenda. And a big debate round about, what kind of leaders do we need now. What kind of leaders were successful in the pandemic? And what kind of leaders do we need to lead us out of lock down?Brian Ardinger: So, what was some of the most surprising or unexpected findings after these conversations that you had? Atholl Duncan: I think an unexpected finding was actually that there were no new trends. What you actually saw here was a massive acceleration of trends that were already out there. Right. Right. And, and I think you would particularly see that in the world of digital. People have talked about 10 years of digital disruption squeezed into 10 months.I think that was a surprise, because I thought we would maybe see some new trends coming up. I think one of the anecdotes that kind of sums up for me is I spoke to Mark Thompson who was at the time Chief Executive of the New York Times. And he had to go into the Time's offices to do his earnings call.Mark Blake says Brompton fold-up bicycle. And when he got into the office, he's I think that was probably about 5,000 people normally in these offices. And when he got in there, there were only about 20 people, security guards, you know, keeping the place safe. And he decided to go for a cycle, round the office on his Brompton bicycle.And as he went around, and he saw the empty savannas of the New York Times offices. He thought it looked like an empty milking parlor. And he had this vision of all these people that went in there to the Times, and they hooked themselves up to their desks for the day. You know, milking out their ideas before removing their headphones and making the painful journey home.And he thought at that moment, maybe I should sell my skyscraper. But he decided I'm not going to sell it, but we have to completely rethink what the relationship is between the worker and the office. You know, and I think that's going to be huge. You know, we see that in cities, all around the world, what's going to happen to the central business districts and, you know, a lot of huge change being seen in Manhattan at the moment.Brian Ardinger: I'd love to get your insight into the emotional feedback that the leaders had.  Did you sense a lot of fear or optimism or at that early stage? How did they react to the disruption? Atholl Duncan: The true entrepreneurs, their attitude is utterly staggering. Because as they are a billion pounds and it's mainly a billion pounds of their own money. As their billion pound plus businesses are lying in tatters, they are thinking about what the opportunity is and what the next thing is, and how they can build back out of the crisis. And they're remarkably calm. And a number of them who repeated to me that the most important thing was health safety of your employees. I worked with a chief executive of a large asset management company in Hong Kong who runs many of the shops and offices in Hong Kong and China. And his view was that things could be worse. You know, we had our health. And he stuck the way as mantra of the three Cs. And the three Cs for him were cooperation, communication, and care. Now cooperation was about working together. Communicating we say was communicating more than you'd ever done before. Communicating what you didn't know, as well as what you did know. And care, care for your people care for your customers and care for all your stakeholders. There was a remarkable humanity and almost the bigger the corporate crisis and the greater humanity that I saw from the leaders. Brian Ardinger: Did you see from a tactical perspective, the leaders that you interviewed, doing similar things, or were there some that stood out that approached the disruption differently and tactically did things. Or did they, you see kind of similarities between what the different leaders did?Atholl Duncan: I think there were a number of similarities. I mean, I think agility was, you know, agility and speed of movement was probably top of their agenda. And if you weren't reacting. Moving quickly then you were tossed. I think focus was very important and the number who repeated to me, but focusing on the right thing. Not falling into the trap of making yourself busy, you know, making yourself busy, I think in that situation as a way of dealing with your anxiety.So, it wasn't about making yourself busy. It was about focusing on the small number of items. That would make the difference between life and death for your business. I think empathy and compassion and leadership was very strong as well. And I think seeing the opportunity, seeing the opportunity again, what was a big thing. And I think these themes will continue as we come out of the crisis. I don't think there will no longer be steady as she goes in many if any businesses. We are into this kind of supersonic age of change. If you're not fast, Brian, you're going to be last. Brian Ardinger: Absolutely. And it's interesting that the themes that you identified and and wrote about, obviously came out of the pandemic itself, but there's similar to what we're hearing today. Like they're not changing much. You know, the idea that you have to have purpose. The world of work is changing. Inequality and resilience, all these things that you've mentioned as the core themes as being identified early on in that we are still wrestling with that and they are evolving. So that leads us to the next, I guess, set of questions around, we are coming out of this "coming out of this pandemic," but what does that mean? And how do you see leaders and companies approaching this reverse culture shock, so to speak, coming out of lockdown? Atholl Duncan: Well, I think one of the things that unlocked then and the pandemic has proven, is that the command and control type of leadership is dead. You know, I think you are going to see an era of more compassionate and more empathetic leadership. Cause I think that was the more successful leadership through the crisis. I think you're going to see people here who will want to hold on to the things that worked well at the peak of the crisis and try and recreate them. So, I mean, I’ve had a number of clients who said to me, how do we recreate the mindset that we had that did remarkable things at the peak here? And how do we recreate the pace of change? The problem with that is it sustainable, the pace of change that we had at the peak of the crisis. You know, you're going to kill or blow up your people. But definitely the mindset is fascinating. You know, how did we manage to do the vaccines in such a short space of time?How did we manage to build the field hospitals in weeks rather than what it would have taken years? And how did we manage to make these huge pivots. So, I don't like that word, but it was a word of the crisis. Yeah. How do we manage to make these huge pivots in so many businesses? And, you know, some people are going to want to get back. They don't like it in this space. You know, change is uncomfortable. And some people are going to want to get back the way we were. But I think that's a false idea, because all your competitors are going to a different place. If you're going back the way, then you're heading back towards an inevitable decline. I would see. Brian Ardinger: Did any of the leaders admit to any kind of failures or things they wish they would have done differently or, you know, things they stubbed their toes on? Atholl Duncan: I think they were all pretty open about mistakes they've made. About not being prepared enough. About underestimating, I mean, we all are underestimated how long it was going to take, didn't we? You know, when we started doing this, Brian, the biggest fear people told me was the book will be out of date by the time it comes out. You know, nobody will be interested in that. How are you going to manage to get this current and keep it relevant? Well, you know, the book first published in the UK in the autumn of 2020. Published in the US now. One criticism of the book could be that the story is still unfolding. You know, are we in the middle of it? Are we in the last quarter? Where are we in this story? And some of the clients I'm working with at the moment, and my executive coaching were saying, well, you know, maybe the difficult bit is still to come, because we're going to get going a game, we're going to get out there. What is hybrid working? What is the new world of work? In many parts of the world, we've been in a steady state. We've got into a routine, sadly over the last weeks and months. Well, that routine is about to change as we try to get back to something resembling the corporate life that we had before.Brian Ardinger: Well, and I think that hybrid environment is going to be even more difficult to manage. You know, it's, it's one thing when you have to move everybody to remote or, you know, everybody is going through the exact same thing and understands that disruption and, and will, has to take place because of it. But now as we come out, the variables and opportunities that different companies are having and different communities are having, is going to make it that much harder to navigate the hybrid nature of it. That's what I'm seeing and hearing. Atholl Duncan: Yeah, definitely. Definitely. Brian Ardinger: Are there any other great stories or interesting stories from the book that would shine some light on people now trying to adapt with this and how they can make this transition even better. Atholl Duncan: If I was to give you two or three quotes from some of these business leaders, you know. One of them was a guy Christian Lang, who's Chief Exec of a tech business, a digital procurement business in San Francisco, called Trade Shift. It's an interesting business because it was formed by three Danes, in a garage in Denmark. And then they moved across to San Francisco. And then he simply said with COVID 19, every single long held belief has been thrown out of the window. Every single long held belief has been thrown out the window.I did a bit of interviews with Will Hammad, who has a business called Whoop up in Boston. And Whoop is a wearable tech. I've got my Whoop around my wrist. And his view was that he fundamentally believed that this moment in time will shift the way humanity thinks about health. And that's another revolution in this.If you look at the home health and the virtual health world, right. You know, that's a shift that, you know, we've, wow, we've gone 10 years or 15 years and they are in, maybe the breakthroughs that we'll see in this next digital revolution will be about of solving some of the big problems in health and our, and our healthcare systems.I think diplomacy for the next generation. If not, several generations are going to be redrawn. There really is just so much change that's coming about it. And we've not really talked much about the diversity and inclusion agenda, but my favorite quote is from a woman called Alison Martin, who’s the Chief Executive of Zurich Insurance Group, in Europe. And she said, why don't we create a world that is fit for our children to live in rather than the one that we were destroying before COVID. Brian Ardinger: You obviously interviewed a lot of business leaders and that. What can the average, middle management or person within a company take from the book to make themselves feel better or understand how to, again, navigate this new world.Atholl Duncan: This is not a complex Harvard academic analysis. This is storytelling in this book. It is telling great stories of people who find themselves in remarkable positions during this crisis. It tries to give you a window seat in their boardroom. And I think there's so much that everyone can take, about leadership. It is not the size of the business. It's the behaviors. It's the Innovation. It's the agility. It’s that mindset of opportunity. When the crisis hits, do you fear? Or do you look for opportunity? And while I think many of these people had a bit of fear, their instinctive reaction is to look for where is the opportunity in the crisis? And that sounds a bit like carpet bagging, but is there true entrepreneurial spirit coming through?For More InformationBrian Ardinger: Everybody's going to have to learn these skillsets. And the world is like you said, moving faster. And I think we saw that before COVID, but COVID just put a, a stake in the ground for everybody to rally around. So, I really do appreciate you coming on Inside Outside Innovation to share your thoughts and share what you learned through this particular process. If people want to find out more about yourself or more about the book, what's the best way to do that? Atholl Duncan: The book is on Amazon.com. One of the companies that clearly did very well, during the pandemic. And I'm doing a lot of executive coaching cause I'm in the U S and you can find me on AthollDuncan.com. And that's Atholl with two L's, AthollDuncan.com.And really for me, now Brian, it's not about selling a book. I've become an evangelist for change. And really what I want to do is to inspire as many leaders to not let us go back to where we were. Because people in some of the workshops that have been doing, are looking for, who's going to reset the world. Who's going to change business. Who's going to change the style of leadership. And I say, guys, it's us. There is nobody else. We are the leaders. If we don't do it, it isn’t going to happen. So come on. Come on the journey. And then let's reset the world. Brian Ardinger: Let's reset the world. Indeed.  Atholl, thank you very much for being on Inside Outside Innovation and looking forward to continuing the conversation like you said, this is an ongoing thing. So, we would love to have you back at some point to continue the conversation and see where the world takes us. Atholl Duncan: It's a pleasure. I'd love to come back at any time because I think the next bit is potentially from a leadership point of view, is as interesting as the last bit Brian Ardinger: That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company.  For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database.  

On this week's episode of Inside Outside Innovation, we sit down with Atholl Duncan, author of Leaders in Lockdown: Inside Stories of COVID-19 and the New World of Business. We talk about his interviews with senior executives from around the world during the first 100 days of lockdown and what he learned about crisis management, leadership development, and what's next in the post COVID hybrid world. Let's get started.Inside Outside Innovation is the podcast to help you rethink, reset, and remix yourself and your organization. Each week, we'll bring the latest innovators, entrepreneurs, pioneering businesses, as well as the tools, tactics, and trends you'll need to thrive as a new innovator.Interview Transcript with Atholl Duncan, Author of Leaders in LockdownBrian Ardinger:  Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger. And as always, we have another amazing guest. Today we have Atholl Duncan. He is author of Leaders in Lockdown: Inside Stories of COVID-19 and the New World of Business. Welcome to the show. Atholl Duncan: Thank you. It's great to be here and great to be a guest of yours. I'm looking forward to chatting about innovation and how we lead out of lock down Brian. Cause that's the question that everyone's trying to get their heads around there.Brian Ardinger: We have gone through disruption and I think people understand a little bit what that means. You have written this book. You spoke to 28 senior executives around the world in the United States, Europe, Asia, during the first hundred days of lockdown, to understand and get their feedback on what we were going through when it comes to disruption. So maybe we'll start with the book, give us a little hint and insights into what it's all about and what did you learn from it? Atholl Duncan: The way the book came about was in March of 2020, I sit on the boards of various businesses. And all of these businesses were in some state of jeopardy and certainly in a state of crisis. And I was pretty stressed by the whole situation. I think as most people were. And I decided that there was what I thought was a crossroads and history. Certainly, a crossroads, probably the defining moments of this century. And I wanted to capture them. So, I followed 28 business leaders, people who, whose businesses were spread from Asia to Europe, to UK, and many leaders in the US. And really to answer a couple of questions from them. How were they leading through the pandemic? And how did they think the world would change because of what we've all been through. Brian Ardinger: When you reached out to these leaders, what was the initial kind of feedback that you got? Was it nervousness? Was it excitement? What kind of what were the emotions that people were going through and specifically, how did they adapt to that sudden disruption? Atholl Duncan: I got remarkable access because these people were locked down in their kitchens. And it was like they'd witnessed some predictably dramatic accident because they just wanted to share with someone. They wanted to talk to someone about what was happening to their businesses, which were getting pretty smashed up at the time.So, they opened their Zooms to me. And they talked to me. They talked from the heart and they talked about how they hoped the world would change. And that the remarkable thing was that many of these people whose businesses, which they had built themselves over many years, lying, smashed round  about them.They remained remarkably humble and remarkably steady in their thoughts. But yeah, they knew this was a major moment. So, you know, even a year ago we knew this was a pretty significant moment. And the general message was that even back then, was this is a time to reset. Is a time to reset how we run our businesses and is a time to reset how we run society.Brian Ardinger: So, in the book and through the conversations you defined, I think seven core themes that came out through that. Can you walk the audience through a little bit about what are those core themes that you uncovered? And let's talk a little bit about each one of them. Atholl Duncan: Yeah. So, seven major themes. The first theme was the new age of purpose. And the feeling as one business leader said to me, that purpose was on steroids at the peak of the crisis. And that purpose now was no longer just words that you emblazoned on a website. It was now something that your employees, your customers and your investors would demand was delivered through action. And not just words. The second theme was the new world of work. Because we saw this remarkable thing that, you know, most people talk about, regarding Covid, which was the move to homeworking. And you know, one of the business leaders that I've talked to is a very senior executive at Tata, which is based in India. They moved 600,000 people to homeworking. Even 6,000 is big Brian, but this is 600,000 people. And you know, many, many major corporations were doing the same thing all around the world. As a crisis went on, people have realized that the new world of work was not just about home or remote or hybrid or flexible. We were really seeing defined probably a new, psychological relationship between the employer and the employee.Third theme was widening inequality. Because the virus widened inequality in so many ways. Obviously, it raised the Black Lives Matter, raised diversity and inclusion in a way that we hadn't seen before, but also homeschooling raised equality. The people who had access to digital. Homeworking raised in equality in terms of it was very comfortable for some people to be working from their homes. But those who had dysfunctional homes are in multi person homes, difficult for them. And then the vaccine. You know, we already see that there's 130 countries around the world, which haven't delivered one jab of the vaccine. 95% of the vaccines have been delivered in the richest countries in the world. So, there's this really quite a defining moment. Roundabout, the widening inequality gap. Fourth theme was about global cooperation, because at that moment when we hope that our politicians would be cooperating across global boundaries, they were doing, they were falling out. And I think generally, wherever you are in the world, we were pretty well let down by our politicians. Whether you were in Asia, Europe, or the U S it was a pretty, sorry ceiling. You actually saw large corporations, doing far better at global cooperation. If you look at the pharmas that developed the vaccines. If you look at the big tech companies who came together to try and work out track and trace. Next thing was resilience. Not just personal resilience, but you know, when the crisis comes, cash is king financial resilience is everything. And the resilience of the operations of these large corporations. Sixth theme was all about resetting the supply chain. Particularly if we're in manufacturing, we couldn't get stuff anymore. Borders were closed and we still see, you know, big shortages and computer chips, big shortage use in raw materials, and the prices of raw materials going up.So, this really brought the global supply chain to a shuttering halt. And I think a major cause to rethink 40 years of decisions that were made on productivity and costs and they all fly out the window, when our pandemic shuts the borders. And then the last theme probably dearest to my own heart is maximizing potential. So, maximizing the potential of your employees. We saw physical welfare and mental welfare, really going up the agenda. And a big debate round about, what kind of leaders do we need now. What kind of leaders were successful in the pandemic? And what kind of leaders do we need to lead us out of lock down?Brian Ardinger: So, what was some of the most surprising or unexpected findings after these conversations that you had? Atholl Duncan: I think an unexpected finding was actually that there were no new trends. What you actually saw here was a massive acceleration of trends that were already out there. Right. Right. And, and I think you would particularly see that in the world of digital. People have talked about 10 years of digital disruption squeezed into 10 months.I think that was a surprise, because I thought we would maybe see some new trends coming up. I think one of the anecdotes that kind of sums up for me is I spoke to Mark Thompson who was at the time Chief Executive of the New York Times. And he had to go into the Time's offices to do his earnings call.Mark Blake says Brompton fold-up bicycle. And when he got into the office, he's I think that was probably about 5,000 people normally in these offices. And when he got in there, there were only about 20 people, security guards, you know, keeping the place safe. And he decided to go for a cycle, round the office on his Brompton bicycle.And as he went around, and he saw the empty savannas of the New York Times offices. He thought it looked like an empty milking parlor. And he had this vision of all these people that went in there to the Times, and they hooked themselves up to their desks for the day. You know, milking out their ideas before removing their headphones and making the painful journey home.And he thought at that moment, maybe I should sell my skyscraper. But he decided I'm not going to sell it, but we have to completely rethink what the relationship is between the worker and the office. You know, and I think that's going to be huge. You know, we see that in cities, all around the world, what's going to happen to the central business districts and, you know, a lot of huge change being seen in Manhattan at the moment.Brian Ardinger: I'd love to get your insight into the emotional feedback that the leaders had.  Did you sense a lot of fear or optimism or at that early stage? How did they react to the disruption? Atholl Duncan: The true entrepreneurs, their attitude is utterly staggering. Because as they are a billion pounds and it's mainly a billion pounds of their own money. As their billion pound plus businesses are lying in tatters, they are thinking about what the opportunity is and what the next thing is, and how they can build back out of the crisis. And they're remarkably calm. And a number of them who repeated to me that the most important thing was health safety of your employees. I worked with a chief executive of a large asset management company in Hong Kong who runs many of the shops and offices in Hong Kong and China. And his view was that things could be worse. You know, we had our health. And he stuck the way as mantra of the three Cs. And the three Cs for him were cooperation, communication, and care. Now cooperation was about working together. Communicating we say was communicating more than you'd ever done before. Communicating what you didn't know, as well as what you did know. And care, care for your people care for your customers and care for all your stakeholders. There was a remarkable humanity and almost the bigger the corporate crisis and the greater humanity that I saw from the leaders. Brian Ardinger: Did you see from a tactical perspective, the leaders that you interviewed, doing similar things, or were there some that stood out that approached the disruption differently and tactically did things. Or did they, you see kind of similarities between what the different leaders did?Atholl Duncan: I think there were a number of similarities. I mean, I think agility was, you know, agility and speed of movement was probably top of their agenda. And if you weren't reacting. Moving quickly then you were tossed. I think focus was very important and the number who repeated to me, but focusing on the right thing. Not falling into the trap of making yourself busy, you know, making yourself busy, I think in that situation as a way of dealing with your anxiety.So, it wasn't about making yourself busy. It was about focusing on the small number of items. That would make the difference between life and death for your business. I think empathy and compassion and leadership was very strong as well. And I think seeing the opportunity, seeing the opportunity again, what was a big thing. And I think these themes will continue as we come out of the crisis. I don't think there will no longer be steady as she goes in many if any businesses. We are into this kind of supersonic age of change. If you're not fast, Brian, you're going to be last. Brian Ardinger: Absolutely. And it's interesting that the themes that you identified and and wrote about, obviously came out of the pandemic itself, but there's similar to what we're hearing today. Like they're not changing much. You know, the idea that you have to have purpose. The world of work is changing. Inequality and resilience, all these things that you've mentioned as the core themes as being identified early on in that we are still wrestling with that and they are evolving. So that leads us to the next, I guess, set of questions around, we are coming out of this "coming out of this pandemic," but what does that mean? And how do you see leaders and companies approaching this reverse culture shock, so to speak, coming out of lockdown? Atholl Duncan: Well, I think one of the things that unlocked then and the pandemic has proven, is that the command and control type of leadership is dead. You know, I think you are going to see an era of more compassionate and more empathetic leadership. Cause I think that was the more successful leadership through the crisis. I think you're going to see people here who will want to hold on to the things that worked well at the peak of the crisis and try and recreate them. So, I mean, I’ve had a number of clients who said to me, how do we recreate the mindset that we had that did remarkable things at the peak here? And how do we recreate the pace of change? The problem with that is it sustainable, the pace of change that we had at the peak of the crisis. You know, you're going to kill or blow up your people. But definitely the mindset is fascinating. You know, how did we manage to do the vaccines in such a short space of time?How did we manage to build the field hospitals in weeks rather than what it would have taken years? And how did we manage to make these huge pivots. So, I don't like that word, but it was a word of the crisis. Yeah. How do we manage to make these huge pivots in so many businesses? And, you know, some people are going to want to get back. They don't like it in this space. You know, change is uncomfortable. And some people are going to want to get back the way we were. But I think that's a false idea, because all your competitors are going to a different place. If you're going back the way, then you're heading back towards an inevitable decline. I would see. Brian Ardinger: Did any of the leaders admit to any kind of failures or things they wish they would have done differently or, you know, things they stubbed their toes on? Atholl Duncan: I think they were all pretty open about mistakes they've made. About not being prepared enough. About underestimating, I mean, we all are underestimated how long it was going to take, didn't we? You know, when we started doing this, Brian, the biggest fear people told me was the book will be out of date by the time it comes out. You know, nobody will be interested in that. How are you going to manage to get this current and keep it relevant? Well, you know, the book first published in the UK in the autumn of 2020. Published in the US now. One criticism of the book could be that the story is still unfolding. You know, are we in the middle of it? Are we in the last quarter? Where are we in this story? And some of the clients I'm working with at the moment, and my executive coaching were saying, well, you know, maybe the difficult bit is still to come, because we're going to get going a game, we're going to get out there. What is hybrid working? What is the new world of work? In many parts of the world, we've been in a steady state. We've got into a routine, sadly over the last weeks and months. Well, that routine is about to change as we try to get back to something resembling the corporate life that we had before.Brian Ardinger: Well, and I think that hybrid environment is going to be even more difficult to manage. You know, it's, it's one thing when you have to move everybody to remote or, you know, everybody is going through the exact same thing and understands that disruption and, and will, has to take place because of it. But now as we come out, the variables and opportunities that different companies are having and different communities are having, is going to make it that much harder to navigate the hybrid nature of it. That's what I'm seeing and hearing. Atholl Duncan: Yeah, definitely. Definitely. Brian Ardinger: Are there any other great stories or interesting stories from the book that would shine some light on people now trying to adapt with this and how they can make this transition even better. Atholl Duncan: If I was to give you two or three quotes from some of these business leaders, you know. One of them was a guy Christian Lang, who's Chief Exec of a tech business, a digital procurement business in San Francisco, called Trade Shift. It's an interesting business because it was formed by three Danes, in a garage in Denmark. And then they moved across to San Francisco. And then he simply said with COVID 19, every single long held belief has been thrown out of the window. Every single long held belief has been thrown out the window.I did a bit of interviews with Will Hammad, who has a business called Whoop up in Boston. And Whoop is a wearable tech. I've got my Whoop around my wrist. And his view was that he fundamentally believed that this moment in time will shift the way humanity thinks about health. And that's another revolution in this.If you look at the home health and the virtual health world, right. You know, that's a shift that, you know, we've, wow, we've gone 10 years or 15 years and they are in, maybe the breakthroughs that we'll see in this next digital revolution will be about of solving some of the big problems in health and our, and our healthcare systems.I think diplomacy for the next generation. If not, several generations are going to be redrawn. There really is just so much change that's coming about it. And we've not really talked much about the diversity and inclusion agenda, but my favorite quote is from a woman called Alison Martin, who’s the Chief Executive of Zurich Insurance Group, in Europe. And she said, why don't we create a world that is fit for our children to live in rather than the one that we were destroying before COVID. Brian Ardinger: You obviously interviewed a lot of business leaders and that. What can the average, middle management or person within a company take from the book to make themselves feel better or understand how to, again, navigate this new world.Atholl Duncan: This is not a complex Harvard academic analysis. This is storytelling in this book. It is telling great stories of people who find themselves in remarkable positions during this crisis. It tries to give you a window seat in their boardroom. And I think there's so much that everyone can take, about leadership. It is not the size of the business. It's the behaviors. It's the Innovation. It's the agility. It’s that mindset of opportunity. When the crisis hits, do you fear? Or do you look for opportunity? And while I think many of these people had a bit of fear, their instinctive reaction is to look for where is the opportunity in the crisis? And that sounds a bit like carpet bagging, but is there true entrepreneurial spirit coming through?For More InformationBrian Ardinger: Everybody's going to have to learn these skillsets. And the world is like you said, moving faster. And I think we saw that before COVID, but COVID just put a, a stake in the ground for everybody to rally around. So, I really do appreciate you coming on Inside Outside Innovation to share your thoughts and share what you learned through this particular process. If people want to find out more about yourself or more about the book, what's the best way to do that? Atholl Duncan: The book is on Amazon.com. One of the companies that clearly did very well, during the pandemic. And I'm doing a lot of executive coaching cause I'm in the U S and you can find me on Atholl Duncan.com. And that's Atholl with two L's, Atholl Duncan.com.And really for me, now Brian, it's not about selling a book. I've become an evangelist for change. And really what I want to do is to inspire as many leaders to not let us go back to where we were. Because people in some of the workshops that have been doing, are looking for, who's going to reset the world. Who's going to change business. Who's going to change the style of leadership. And I say, guys, it's us. There is nobody else. We are the leaders. If we don't do it, it isn’t going to happen. So come on. Come on the journey. And then let's reset the world. Brian Ardinger: Let's reset the world. Indeed.  Atholl, thank you very much for being on Inside Outside Innovation and looking forward to continuing the conversation like you said, this is an ongoing thing. So, we would love to have you back at some point to continue the conversation and see where the world takes us. Atholl Duncan: It's a pleasure. I'd love to come back at any time because I think the next bit is potentially from a leadership point of view, is as interesting as the last bit Brian Ardinger: That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company.  For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database.  

May 24, 2021 - Leaders in Lockdown Atholl Duncan and Family Entrepreneurs Deborah and Jonah Haile

Voices of Visible Difference is produced by Changing Faces, the UK’s leading charity for everyone with a scar, mark or condition that makes them look different.Follow them on Twitter, Facebook and Instagram.A full transcription of the episode will be made available here soon.

Episode 141 of the Business Bookshelf - Atholl Duncan - Author of "Leaders in Lockdown" Athol is chair of Black Isle Group - leadership development and performance improvement business which works with many of the world’s best-known companies to change behaviours and deliver results. Chair of Scottish Salmon, which represents an industry which is the UK’s largest food exporter. He is the author of the book “Leaders in Lockdown". Leaders in Lockdown is a unique insight from the women and men who were on the frontline of leading the business world’s fight against Covid-19. From New York to Singapore to Hong Kong to the City of London it captures a remarkable moment in time – when the global economy was brought to a shuddering halt in the struggle to contain a deadly pandemic. These first-hand accounts of 100 days of lockdown tell stories of leadership in a crisis. They also share the wisdom of some of the world’s most thoughtful business leaders as they predict how the world will change because of Covid-19. The book can be purchased here - https://amzn.to/33tXCZC. Atholl's company is the Black Isle Group found here www.blackislegroup.com - and his personal website is www.athollduncan.com. --- Support this podcast: https://anchor.fm/businessbookshelf/support

During the pandemic, some leaders have excelled and changed what they do. Who are those leaders? What did they learn after reflection? What does it say for all of us leading teams and organizations? Tune in to hear more.

During the pandemic, some leaders have excelled and changed what they do. Who are those leaders? What did they learn after reflection? What does it say for all of us leading teams and organizations? Tune in to hear more.

During the pandemic, some leaders have excelled and changed what they do. Who are those leaders? What did they learn after reflection? What does it say for all of us leading teams and organizations? Tune in to hear more.

Let's be honest the real test of a leader is how are they leading in a crisis.  And there has been no greater crisis in most of our lifetimes then dealing with our world and Covid-19.  If you are an aspiring leader, or perhaps a current leader and you are questioning your ability to lead, you would not be alone.   But there is hope!  Author, Executive Coach, and former journalist Atholl Duncan from Scotland joins us in this episode of A New Direction. And he is bringing with him some of the worlds top leading leaders and how they lead in crisis. Atholl Duncan's book is entitled "Leaders in Lockdown".  He interview 28 of some of the world's most respected and powerful business leaders and while they were in the Covid-19 lockdown how they were leading their companies during this period.  The leaders were candid with what they were facing, and what they were doing to either keep their keep their companies financially profitable, and their people engaged and employed.  The book is an insightful read into the thoughts and processes of these leaders, and how each have their own perspective.  One thing is for sure, there is more than one way to lead and leading. Please reach out and thank the sponsors of A New Direction! EPIC Physical Therapy – from everyday aches and pains, to better nutrition, to high performance professional athletes, EPIC PT highly experienced staff coupled with the latest cutting edge technology can help you get to the place you want to be.  When you first walk in to EPIC Physical Therapy it will immediately become apparent that you are in for a change of you.   An EPIC you!  Learn more about becoming EPIC by going to www.EPICpt.com  And… Linda Craft & Team, REALTORS, for 35 years they have been known as the “Legends of Customer Service”, because it is their culture.  They have helped people from all over find the right professional to sell or buy their home.  And if you are located in the greater Raleigh – Durham – Research Triangle Park (RTP) area stop in and get a FREE bottle of water and learn more…head on over to www.LindaCraft.com for more details

Atholl Duncan is the chair of the leadership development business Black Isle Group. He worked for the BBC as a journalist for over 20 years and been head of the BBC News Scotland, he's a certified coach and author of Leaders in Lockdown. In this episode you can learn hacks galore from Athol including: The new mindset, habits and behaviors to cope with demands of the post COVID world. The new definition of being an entrepreneur - people who are addicted to opportunity. The seven themes for leadership in a lockdown The LEADING model – enabling people to move to the next level Join our Tribe at https://leadership-hacker.com Music: " Upbeat Party " by Scott Holmes courtesy of the Free Music Archive FMA Transcript: Thanks to Jermaine Pinto at JRP Transcribing for being our Partner. Contact Jermaine via LinkedIn or via his site JRP Transcribing Services   Find out more about Atholl below: Atholl on LinkedIn: https://www.linkedin.com/in/athollduncan/ Atholl on Twitter: https://twitter.com/AthollDuncan Black Isle Group Website: https://blackislegroup.com Atholl's Book: https://www.bookdepository.com/Leaders-in-Lockdown-Atholl-Duncan/9781911671015   Full Transcript Below: ----more----   Steve Rush: Some call me Steve, dad, husband or friend. Others might call me boss, coach or mentor. Today you can call me The Leadership Hacker.   Thanks for listening in. I really appreciate it. My job as the leadership hacker is to hack into the minds, experiences, habits and learning of great leaders, C-Suite executives, authors and development experts so that I can assist you developing your understanding and awareness of leadership. I am Steve Rush and I am your host today. I am the author of Leadership Cake. I am a transformation consultant and leadership coach. I cannot wait to start sharing all things leadership with you. Today special guests on the show is Atholl Duncan. He's the chair of the leadership development business Black Isle Group. He's also worked for the BBC as a journalist for over 20 years and been head of the BBC News Scotland. He's also a certified coach and author, but before we get a chance to speak with Atholl, it's The Leadership Hacker News.   The Leadership Hacker News Steve Rush: I just love it when emerging technology and entrepreneurial-ism come together. In a press release this week, Warner Music and Accenture Interactive announced, “Saylists”, new playlists exclusively to Apple music. And they're designed to augment the speech therapy experience for young people through the power of music and technology. There are 173 tracks in these playlists, including Dua Lipa: Don't start now, and Lizzo: Good as hell, the BBC reported that some, 1 in 12 children across the United Kingdom experienced some form of speech disorder or SSD, and it's also common across the globe. Stammering or stuttering as it's often referred to affects at least 1.5 million children in the UK alone. Using an algorithm, Apple analyze the lyrics of its catalogs, 70 billion songs to identify the sounds and most commonly repeated in speech. As such the playlist centered on the sounds of ‘CH', ‘D', ‘F', ‘G', ‘K', ‘L', ‘R', ‘S', ‘T' as an example. The frenetic sounds that you and I just take for granted. Warner's press release, includes comments from speech and language psychologists, all of whom say that these Saylists are an innovative form of therapy. Every speech and language therapist wants to keep children engaged during therapy sessions, as well as help them generalize their target sounds, both at school and at home said, Anna Biavati Smith. Saylists provide fun, new ways to practice sounds without feeling pressured or getting bored and having fun of course, it's first step on the rung of learning. So, for those that are listening, these new playlists are available to Apple music subscribers worldwide now. And I just wanted to call out what a great piece of innovation that was. That's been The Leadership Hacker News. If you have any interesting news, stories or facts that you'd like our listeners to hear, then please get in touch.   Start of Podcast Steve Rush: Atholl Duncan is a special guest on today's show. He's a chair of leadership development business Black Isle Group. He's worked as a journalist, TV producer and as an ex-executive of the BBC for over 20 years. He's now the author of Leaders in Lockdown. Atholl welcome to the show.   Atholl Duncan: Thank you, it's a pleasure to be here and looking forward to the chat.   Steve Rush: Now we're going to get into the Leaders in Lockdown very soon. And I should imagine the 12 months of having pen the book to kind of where we are now has been a really interesting one. But for those listeners that haven't had the chance to maybe experience your work before. Perhaps you can give us a sense of what it is you've done in the past, how you are now?   Atholl Duncan: Sure, well Steve, my life has really in three acts. Act number one is, you were explaining there. I worked at the BBC for a couple of decades, covering the world's main stories, really, the world's big stories. Then act number two, hired an executive career as a bit of a transformation experts. And I worked in the utility sector, worked in the media sector and I worked in professional services. Trying to transform businesses and then act three is where I am now. Hopefully not my final act. And that's really with a portfolio of non-executive roles. Sitting on a few boards and also as an executive coach. And as you say, now rather scarily as an author.   Steve Rush: And did you find that as part of your career evolution and your various different acts of your career? I thought that there was perhaps a specific trigger or event that caused you to move from one direction to another.   Atholl Duncan: Well, I think the trigger in the most recent events was, you know, coming to together or myself as a business leader and as a storyteller. And there was one particular morning when I was walking on the beach, near my house in Scotland, the previous day I had seven emergency board meetings because of COVID. And I was pretty stressed to say the least, but I realized that this was a remarkable period of history that we were going through, probably the defining months of this century. And I wanted to capture it and capture it in this book, Leaders in Lockdown. By spending time with 28 global business leaders and asking them, how they cope with the crisis and how the world was going to change? Because of the scary events we were all going through.   Steve Rush: And delightful that you did. And we're going to get into some of those lessons that you found from some of those leaders shortly. I think it's quite an interesting moment in time. When you look back on the world that we're in at the moment to recognize that we are probably at a very pivotal stage in our global history. And I think not only will, the way that we behave change, the way that we interact across businesses will change, but lots of other dynamics that we haven't even experienced yet will be become apparent over the next few years. What's your view on that?   Atholl Duncan: I couldn't agree more. I mean, you know, part of the theory of the book is that every long-held belief in business has been thrown out the window by COVID. And I think, you know, we see that many trends in behaviors and consumer behaviors and business behaviors have really moved on probably a decade in a summer. So, the change is massive and how we cope with that as leaders is something that deserves thorough introspection and great debate.   Steve Rush: So, what's the focus of the work that you're currently doing with Black Isle Group?   Atholl Duncan: Well, Black Isle Group is really picking up from the challenges of COVID. And we've kind of set ourselves a purpose of changing the face of leadership development. A few of us have been on the other side, have been on the receiving end of a leadership development throughout our careers as business leaders. And we came to the conclusion that quite a lot of what is done in the leadership development world is not fit for the future. So, we've created a new approach. We call it the “Big Approach” and it essentially brings together a new coaching culture in businesses, a new methodology, and it marries that up with some technology that we've created, which is called nudge technology. And through this new big approach, we've set ourselves the purpose of trying to help businesses create a new mindset, a new piece of change, and really embed new habits and new behaviors, which set them up to cope with the fairly new and high-paced and agile demands of the post COVID world.   Steve Rush: So, you used the word mindset there, and I wholeheartedly concur that in order to face into our future, I suspect we're going to have a very different mindset than perhaps when we did before the COVID pandemic. But if you think about your portfolio of clients that you work with and businesses that you support in your non-exec roles, how have the different firms responded to the various different impacts on the pandemic.   Atholl Duncan: Well, if you take my non-executive portfolio. If you look at the leadership development world, you know, within 72 hours of the pandemic hitting the UK, we saw most of our clients canceling or postponing their work. Fortunately, when we got a few months into the pandemic. The more enlightened realize that there was never a more important time to have people helping you with the challenges of leadership and performance. I chair the Scottish Salmon, which is the UKs largest food exports, that sector was very disruptive because about 60%, we make about a billion pounds worth of Scottish salmon every year. And the vast majority of it goes to export. And of course, the markets were closed, the borders were closed, the restaurants were closed and that sector was really faced grinding to a halt.   I'm also the audit chair in our cinema business. And I think the cinema industry might be one that may never be the same again, may never indeed recover. The whole model may change, and the curtains fail in our cinemas in late March, 2020, and they've not risen again since, and then in the executive coaching world. Again, I think that was a moment for that sector because the enlightened leaders never needed executive coaches more. They needed the time to take a breath, to reflect, to have someone to hold a mirror up to what they were doing. So, it Fastly different experiences, and I think that's what most business leaders have experienced has been a land of opportunity, and there's been a land of desperation.   Steve Rush: And do you think mindsets got a lot to do with that as well?   Atholl Duncan: Well, mindset was absolutely fascinating in the 20 leaders that I met. I tell you about one of them is, a 28-year-old venture capital was called Pocket Sun who's based in Singapore, was born in China. Went to university in the States, and discovered that only 2.8% of venture capital goes to female entrepreneurs in the States, and she pledge to change that. Created a fund, which supported solely female entrepreneurs, and then pointed that fund at opportunities in the crisis from a health care, home testing healthcare company in Texas to an online wedding dress company, to a death care company and to a company that helped young people with their mental health. So, her mindset was all about opportunity and the great entrepreneurs who I interviewed for the book, even though their businesses sat in cutters, roundabout them, they weren't despondent. They were working out how to build back, use that phrase, hope to build back better. And they were looking at where the opportunities were that were coming out of the crisis.   Steve Rush: And I guess that's what sets entrepreneurs aside from those who are just content and happy to be working in corporate jobs versus driving their own agenda, driving their own thoughts and Pocket Sun is one of those people, you quote quite a bit during the book in terms of how she's approached her work and her teams and taking advantage of the opportunity.   Atholl Duncan: Yeah, and maybe another definition of being an entrepreneur, isn't it? It's people who are addicted to opportunity.   Steve Rush: Hmm. It's the old adage, isn't it? It's not about the event. It's how you react and respond to the event that gives you your outcomes.   Atholl Duncan: Absolutely. And, you know, in that year of opportunity, I worked a lot in the past with the Sir Brian Souter, who was the founder of the Stagecoach transport empire. And he talks very passionately about the dynamics and mechanics. Dynamics being the ideas, the vision, and the creativity of the entrepreneur, but how it always needs to be balanced with the mechanics of process and compliance and conformity and rules. And that is one of secrets to successfully growing an organization into the scaling of the one stage stagecoach was a billion pound plus business. It's that balance between dynamics and mechanics and constantly getting that in the right place.   Steve Rush: I like that. It's a nice lens to look through. So, we're now a year into the pandemic. And when you first penned the book, Leaders in Lockdown. It was just as we were emerging through that first wave, if you like, of what the pandemic brought to us. And when we last met, we had the anticipation that we'd be sat here a year in almost, and on a new trajectory, in a new direction, but we kind of  still seem to be not too far further forward than where we were before, or bit of course, we got the vaccination, we have some light at the end of the tunnel. So how have folk responded to the book? Atholl Duncan: Well, people have been very kind about the book. The reviews have been very kind about it and I've kind of moved. It's been shortlisted in the business book awards which was very been nice, but rather surprising. But I've kind of moved in a way from being an author, to being a bit of an evangelist around the themes in the book. And you're right in what you say about, we thought we would be in a different place by now. I share one secret with you, Steve, when we decided to do this book, our biggest concern was that people would have forgotten about COVID. Would it still be current and relevant when it was published in the autumn of 2020? And here we are in the spring of 2021 and lockdown is still going strong in the UK. And as you say, was not really a marriage perhaps, and seen the full impact, particularly in terms of unemployment and businesses going bust, because there've been propped up by government money in the private sector, all over the place.   Steve Rush: Yeah, and throughout the book you interviewed senior executives, thought leaders from around the world and then doing so you found that there were about seven broad themes that were consistently present. I thought it might be useful just to maybe spin through those seven themes and we can maybe dig into a couple as we go?   Atholl Duncan: Sure. So, the seven themes were really a bringing together of the commonalities between the 28-business leader's theme. Number one, is the new age of purpose because there was a common view that purpose has never been a more important time for purpose. And you saw businesses who were very purpose focused, really flourishing, but leaders thought that coming out of covid, purpose would no longer be just a line or two to emblazoned on your website and forget about. So, they're predicting a new age where purpose really matters and purpose really counts in terms of engaging your employees and your clients and customers. Theme number two is, the new world of work. And obviously the piece that has been most discussed and written about there was moving many, many millions of people from offices to home, but the new world of work's going to be far more than that. It is going to be, hey, we cope with this hybrid and way of working, which most people predict so will come out of it.   And also, I think it's made people ask themselves, people of all generations, ask themselves what is work? And I think that will result in a complete redrawing of the psychological contract between employer and employee theme. Theme number three was tackling inequality because at every level COVID exposed them inequality, not just through the inequality of homeschooling and the inequality of the vaccine and the inequality of who the COVID killed and coming out of it. You're going to see inequality weighed in all areas of society. And this was really a feeling from business leaders that they had to play their part. What were they doing about tackling the black hole of unemployment? Were they really serious about the varsity and inclusion? Where they just making people redundant or were, they considering a new mindset towards re-skilling people?   Steve Rush: It's really been stark, hasn't it? This one particular, because it's really shined a light on where companies were focused around diversity inclusion and inequalities and where they haven't, and that void has just become bigger in my experience.   Atholl Duncan: Yeah, absolutely. Absolutely. And all of these things, you know, the theory is that it's up to the corporate world and it's up to leaders in the corporate world to try and move in and take a list because frankly a lot of our politicians and our governments are not doing a good enough job in these issues. And that was very strong in the fourth theme, which is global cooperation. And at a moment that we wanted our politicians to be looking across boundaries, to be working together with other nations to tackle this terrible pandemic. They turned inwards, they set nation against nation. And this wasn't just China and the U.S., I think you saw this in many, many governments around the world. You saw it across Europe, and a feeling really from, particularly from the leaders of big corporates, that it was the big corporations in the future who had a strong and effective role in tackling the global problems, because we can't rely on our politicians to do it.   Theme Number five was resilience, not just financial resilience or operational resilience, not just the personal resilience of how we as individuals got through a crisis, which has gone on for so long. Theme number six was all about resetting the supply chain and the principle that we need to move away. I mean, the global supply chain grown to halt, and we need to move away from just-in-time and moved to just in case and the belief that we can do that and save money and that the pandemic expose weaknesses and supply chains, which really developed over decades and those weaknesses are there because supply chain decisions were made about efficiency and the lowest cost. And that didn't stand up to scrutiny when we had the global pandemic that closed borders.   Steve Rush: And interestingly also it's in that whole kind of efficiency, lean management call it what you will in terms of squeezing that supply chain has proven also to stifle innovation and creativity in doing so   Atholl Duncan: Absolutely, and you know, it wasn't very efficient when the supply chain had grown to a halt. One of the other areas in there, which I just touch upon, but I find quite fascinating is the suggestion that as a result of the pandemic, you could see a lot of manufacturing moving back from Asia to Europe and to the U.S., but it wouldn't be carried out by human beings. It would be being carried out by robots. And then the final theme, which is very much in our world, Steve, we described as a maximizing potential. And this was the bit where Leena Nair, who's the Chief HR officer of Unilever suggested that we'd seen the end of the Superman leader. And she did mean the Superman leader and the start of a new area era of empathetic listening and compassionate leadership. And that was the most effective way to lead in the pandemic and after the pandemic and a number of other themes just running in there about executive preparedness, you know, we were confronted with no longer was an option to look after ourselves physically, because we couldn't get through this, unless we did. No longer as an option to take her leave, the issue of mental health for executives and for the rest of workforce. And it also explores that where leaders did have executive coaches or mentors who gave them time to catch breath, they made better decisions. They made better decisions if they had someone who could hold a mirror up to them. So those were the seven themes. There's so much to unpack in each one, but that's what the leaders in lockdown was telling us.   Steve Rush: And what you also found as part of your research and your conversations was a new way to help leaders think, and you created a model called LEAD. Maybe you could just tell us a little bit about that?   Atholl Duncan: Yes, So the LEAD or LEADING model I've played with quite a bit, and I suppose it comes back to maybe a bit of my journalistic background. And we created the leading model really by asking executive coaches, where are the areas that you find yourself, coaching executives most? And they described these as being the blockers to people moving to the next level and also the enablers to people moving to the next level and the area leading is for looking like a leader. So, the behaviors, the gravitas, the persona, the actions of a leader. The E was round about empowerment and empathy and emotional intelligence. The A was awareness and particularly self-awareness. The D was delivery, getting things done. The I is impact, your communication style, your brevity, your clarity, your impact. The N is for nurturing, and the G is for game changing. Do you, as a leader really change the game or do you only create incremental change?   Steve Rush: Given the fact that the pandemic has changed the game for all of us, this is a perfect opportunity for all leaders to reframe and rebase their game, right?   Atholl Duncan: Absolutely. Absolutely. I mean, I think if it calls into question everything that has gone before and the way that we run our businesses. I think it calls into question the way that we lead and, you know, in the environment that the piece of change that will come now and will not slow down in the future, the agility that's required in leadership. We need to reframe the behaviors of the leaders that we have.   Steve Rush: Thinking about the examples shared with you, by the leaders that you interviewed, as well as your own experiences. You kind of captured this in the last chapter of your book called maximizing potential. So now a chance for us to do that, but what's the reason in your expense, some will grab the opportunity and run into the uncertainty and the ambiguity, but others will maybe avoid it.   Atholl Duncan: The reasons leaders do things. And, you know, we know this from executive coaching, is it comes back to past experience and to leader, know yourself, doesn't it? And you know, we work a lot with psychometric analysis of Black Isle Group and assured that's a place where you probably start with a lot of your coaching.   Steve Rush: Absolutely.   Atholl Duncan: So, if you look for the reasons why particular leaders do a particular thing, or don't do a particular thing, then you have to go to the inner game to get your answer. And quite often, when you go to the inner game of the leader, the answers are really quite startlingly, obvious.   Steve Rush: Yeah, call it the voice in your head.   Atholl Duncan: Absolutely.   Steve Rush: The one that you wake up with. It's the one you go to bed with. It will the last voice you hear when he leaves the planet as well. So, it's got to be an empowering voice.   Atholl Duncan: Yep. Steve Rush: So, the next part of the show, we'd love to hack into your years of experience and diverse experience to kind of try and distill some top tips and ideas for our listeners. So, if you had to distill them, what would be your top three leadership hacks?   Atholl Duncan: Well, number one, top hack for me, very apparent during the pandemic. You need to create the space to think and to reflect. If your agenda is absolutely packed full, you will be denying yourself one of the most important things about leadership, which is the time to think, and the team to reflect. Leadership number two, you must have someone who will tell you the uncomfortable truths. There's a Scottish poet called Robert Burns, and I won't do this bit of poetry in Scottish. I'll translate it into English.   Steve Rush: Go for it.   Atholl Duncan: And it basically says, would someone the power to give us, to see ourselves as others see, it would from many, our blunder, Frias and foolish notion. And we're surrounded by leaders, I'm afraid who live in a hall of mirrors with people telling them what they want to hear in an echo chamber, which leads to narcissistic and blind leadership. So, anyone who's listening to this who aspires to further leadership, get yourself someone who will be your conscience.   Steve Rush: Love that.   Atholl Duncan: Who will see yourselves as others see us, and we'll challenge you. And, you know, I had this, I'll give you a good example of this with one of the people I was coaching through the pandemic whose automatic reaction was at the start was to act very quickly and make a large number of people redundant. And I got that person to stop in their tracks by asking, what is your responsibility to society right at this moment? And will that help by making a large number of people redundant, or will it just mean that they can't pay their mortgages? And they default, the economy goes into further downward spiral. So, he went to the people and he said, what solutions do you have to this issue? And they put their hands up and they say, we'll job share, you know, we'll take a reduction in our salary. Some of us will take temporary leave, and you know, that to me is the result of someone who is telling you the uncomfortable truth as a leader.   Steve Rush: Yeah, and how powerful is it that you having that conversation managed to help that individual reframe and actually give control to the people who could make those right decisions?   Atholl Duncan: It is, but it's a relatively easy for us because we are not in the center of the dog fight of trying to save the business, you know, I'm walking on the beach thinking, you know, what on earth is going to happen here? I have that time to reflect, and I'm here to challenge. I'm no longer a player in the game. I'm an observer from the sideline.   Steve Rush: Your right, however, part of creating the space to be a great leader is creating the space to think.   Atholl Duncan: Absolutely.   Steve Rush: And however busy we are it's about reprioritizing and giving us that freedom and that room to kick the leaves about metaphorically.   Atholl Duncan: Yeah, and, you know, first thing I would do as an executive coach is to ask to see the leader's diary. And if there's no thinking time in it, I challenge that. The next thing I would do is to try and see is the time in diary actually aligned to the objectives, the main objectives and the main aims of the leader and most of the team isn't.   Steve Rush: Exactly, exactly right.   Atholl Duncan: So, you know, the lead leader will tell you that they want to do A, B and C and say, well, actually, you've got no time in that because you're doing operational stuff, you're doing stuff that one of your directors could do, you know, and you're spending team doing stuff which you shouldn't be doing at all.   Steve Rush: So, hack number three?   Atholl Duncan: Number three, be purpose late. And again, I think the pandemic underlines the importance of purpose. So, find your purpose as an individual and ensure that your business has find its purpose, and that the people in your business know what that purpose is and believe in that purpose, because, you know, I think COVID remains as that without purpose we're empty vessels.   Steve Rush: Yeah, very much so. And it's interesting, and I don't know if you've found this in the work that you've done, but the purpose always seems to be the one that is most alluring for folk, but yet most under-invested in, in terms of just granularity and understanding.   Atholl Duncan: Absolutely, and I think that is hopefully something that will come out of COVID. I mean, I worked with somebody the other day who was from an extremely well-known brand. And they told me with a bit of pride that yes, we were on the case with purpose, and this has helped them through the pandemic, but then revealed that they got on the case with purpose about 12 months before the pandemic started. And I was fairly shocked. So, it's that underlines your theory that, you know, real understanding and real embedding of purpose in the corporate world is still pretty sadly lacking.   Steve Rush: And also, purpose can change slowly given the environment and experiences. And you need to reevaluate that just as you do what your strategy   Atholl Duncan: Absolutely. I mean, I chair UK Coaching, which works with sports coaching and community coaches, essentially as a learning and development. Business that champions coaches and in a way COVID has helped to crystallize our purpose because the nation will not recover. And the health of the nation will not recover. Unless we protect and increase activity, movement, exercise and sports, and all of a sudden that organization has become the catalyst through which that has done because it isn't done without coaches.   Steve Rush: That right.   Atholl Duncan: So, the purpose has been crystallized and indeed the purpose is much clearer hopefully for the people in that business.   Steve Rush: The next part of the show our listeners have become familiar with is called Hack to Attack. So, this is where something typically hasn't gone well. It could have been catastrophic, it could be in your personal life or your work, but as a result of the experience, that's now helping us in a positive way. What would be your Hack to Attack? Atholl Duncan: Well, my Hack to Attack is based in catastrophic failure. And I go back a long time, but I was asked to speak at a convention of local counselors. And I said, the people who was organizing, you know, what you want? or we want to kind of business thing, you know, are you sure you've got the right person? Yes, we've definitely got the right person. When I turned up on the night, the person who was chairing the event said, well, you're going to be funnier than that Dara or Breon. So, what do you mean? Well, we had Tim last year and he, wasn't very funny. I did not have a comic speech prepared. So, I tried to think of a comic speech while I'm eating my beef or chicken. And I think I probably went then pretty well, like a lead balloon. Managed to just escape with my life. And it was pretty, how can I put it? I was pretty down about the whole thing would be an understatement. So, it did impact quiet badly on me.   Steve Rush: I can imagine, yeah.   Atholl Duncan: And to become a more competent communicator, performer, presenter, speaker. And now one of my specialties is helping other people to communicate with brevity, clarity, and impact, but it could have gone either way. And, as quite interesting, I quite like biopics and I was watching a bio pic the other night about Audrey Hepburn and the failure that Audrey Hepburn had in her early life were quite marked. And as we see a thing with all good leaders, good stars, that is the way you bounce back from that.   Steve Rush: Totally.   Atholl Duncan: Failure is what make the woman or the man.   Steve Rush: And that's a whole premise of Hack to Attack is that, you know, there always will be adversity, there'll be failures, but if we reframe them as learning, it helps propel us forward.   Atholl Duncan: Yeah, you know, we all want to be good though. I think we all want to be a good an influential performer, presenters, communicators. So, my Hack to Attack is see, you will bomb. You will bomb several teams and just learn from it and crack on.   Steve Rush: Awesome. Well, one of my favorite parts of the show is the next bit we get to do with you, which is to do a bit of time travel. And you now get to go to bump into Atholl 21 and give them some advice. So, what's it going to be? Atholl Duncan: I think two bits of advice. I think whatever your ambitions are at 21 you're not being ambitious enough because I think when you're 21, you have no idea what you're actually capable of. And I think leaders seem to be, depending on what your background is. Leaders seem to be people who are in positions that perhaps you wouldn't achieve. So early imposter syndrome at 21. And certainly, when you get into the latter part of your career, that you realize that while there are obvious key skills in leadership, many, many, many people who never imagined life and leadership are actually extremely capable of doing them. And, you know, Sir David Behan, who's the executive chair of HC One care Homes. A thousand people died in his care homes in the first hundred days of lockdown. He's brilliant on this and how he sees leadership at every level in his care homes, and leadership's not a title.   So, I think that that would be one thing that I would definitely say to Atholl at 21. I think the other thing I would say, which came a little bit mid-career for me is to think international, to get yourself an international outlook, because the way that we do business globally now, I think is the key for many, many people and the opportunities of that. So, I would get a global outlook early on, so think big, think global and crack on.   Steve Rush: Awesome. I love that. So, what's next for you and Black Isle Group?   Atholl Duncan: Well just in the immediate future, you know, I was thinking I've become a bit of an evangelist for these messages and the leaders in lockdown book. So, we've developed leaders in lockdown workshops, and we're taking them out to businesses and out to business groups. And it's more about leading out of lockdown and we're trying to help individuals and to help organizations. We're doing quite a lot of this free of charge because I honestly think that there's so much that businesses have to cope with in the next 12 months and beyond. That the business community needs to rally around together and help each other. So short term, it's leaders in lockdown workshops. I'm doing one tonight with global chief information officers. I'm really enjoying and doing them, and then beyond that, and we maybe thinking about what the next book is that we can write.   Steve Rush: Leaders out of lockdown?   Atholl Duncan: [Laughter]leaders out of lockdown. Well, I'm quite drawn. I must've met, there's two places that I'm quite drawn to. I'm quite drawn to learning more from the world's most interesting leaders. So, they're not necessarily the leaders who have the most prominent positions, but the ones who are challenging what we're doing across the business. So, I think that might be quite an interesting book. And I also have a bit of a fascination about the narcissistic leader and not because I like them, but because I think more and more, we want to be able to identify them and make sure that we learn from them and we try and stop their rise to the top. Because the shareholder damage, the damage of value, the damage of society from narcissistic political leaders is utterly colossal over time. And It's a failure of all of us not to spot these people and weed them out.   Steve Rush: And they're still present in our communities and in our workplaces. And it's spotting some of those traits that will help us call them out.   Atholl Duncan: Slowly.   Steve Rush: Yeah, love it. So as folk have been listening to this, they probably been thinking, how do I get myself a copy of Leaders in Lockdown? And where can I find out a bit more about Atholl work? Where should we send them?   Atholl Duncan: Well, Leaders in Lockdown is available on Amazon. I would say it's available in all good bookshops, but most good book shops are closed at the moment. So, the great Amazon is probably the best place to go. Book Depository if you're elsewhere in the world, because I think they're deliver free of charge. If you want to find out more about Black Isle Group, just check out blackislegroup.com. And there's a little bit more about me on athollduncan.com. That's Atholl with two L's. And the great thing about having a slightly unusual name like Atholl is, if you stick it in Google, you find me quite quickly.   Steve Rush: Can't be many, Atholl Duncan's around.   Atholl Duncan: Not too many.   Steve Rush: Excellent. Well, it's been a super pleasure talking to you. I'm grateful for you taking time out of a busy schedule to be with us. And we're delighted that your part of our Leadership Hacker community, so Atholl Duncan thank you very much for being on the show.   Atholl Duncan: Steve, Thank you. It's been a pleasure.   Steve Rush: Thanks Atholl.     Steve Rush: I genuinely want to say heartfelt thanks for taking time out of your day to listen in too. We do this in the service of helping others, and spreading the word of leadership. Without you listening in, there would be no show. So please subscribe now if you have not done so already. Share this podcast with your communities, network, and help us develop a community and a tribe of leadership hackers. Finally, if you would like me to work with your senior team, your leadership community, keynote an event, or you would like to sponsor an episode. Please connect with us, by our social media. And you can do that by following and liking our pages on Twitter and Facebook our handler there @leadershiphacker. Instagram you can find us there @the_leadership_hacker and at YouTube, we are just Leadership Hacker, so that is me signing off. I am Steve Rush and I have been the leadership hacker.    

Atholl Duncan was the head of BBC News in Scotland and led the coverage on some of the most notable moments in Scotland’s recent history, including the Lockerbie bombing and the Dunblane masscare. We talk about his time at the BBC and the landscape of journalism in the modern age, we discuss his work as a leader and coach across a large variety of industries, and we chat about his new book, Leaders in Lockdown, which examines the changes in global society and urges leaders to seize the opportunity to reshape the world for the better when we eventually emerge from the current global health crisis.Buy Atholl's new book, Leaders In Lockdown here: https://www.amazon.co.uk/Leaders-Lockdown-stories-Covid-19-business/dp/1911671014Support Blethered on Patreon: https://www.patreon.com/join/BletheredContact: seanmcdonald.podcast@gmail.comTwitter: https://twitter.com/seanmcdonald01 See acast.com/privacy for privacy and opt-out information.

Season 5 Episode 4 Drummond Castle Manuscript Tunes: David Young’s Drummond Castle Manuscript: Athol Braes, Kiss’d Yestereen, New Bigging, The Malt Man, Kick the World Before You William Napier: Braes of Athol Neil Gow & Sons: Oh as I was Kiss’d Yestreen James Rook: Oh as I was Kiss’d Yestreen William Gunn: Oh How I was Kiss’d Yestreen Donald MacDonald: Kick the Rogues Out Elizabeth Ross: You Silly Fool Here is a link to the Gordon Mooney Article on Border/Lowland Pipe Revival I was referencing. https://oddscotland.com/lowland-and-border-pipers-society-history The Art for this episode comes from the Natinol Library of Scotland, by Susan Fletcher Crawford https://www.nationalgalleries.org/art-and-artists/22521/drummond-castle-perthshire David Young Wrote these settings for the Duke of Perth at Drummond Castle in 1734, I have used the copies available from Ross’s Music Page, all the tunes in this episode come from the first of two PDFs on Ross’s Music Page: https://www.cl.cam.ac.uk/~rja14/music/index.html The actual PDF download is the below link: http://www.cl.cam.ac.uk/~rja14/musicfiles/manuscripts/drummond1.pdf First Tune from David Young is Braes of Atholl Decent information on David Young’s numerous other publications can be found here: https://www.altpibroch.com/y3/ Note that the tune also appears in John Walsh’s Country Dance books both English and Scottish according to Traditional Tune Archive, I could not find it there. It does appear with slight variations in Robert Bremner’s Scots Reels book from 1757: https://digital.nls.uk/special-collections-of-printed-music/archive/105003153 Also according to Traditional Tune Archive it is in William Vickers MS. Braes of Atholl from William Napier’s 1798 collection is quite different and fun for Uilleann Pipes: https://digital.nls.uk/special-collections-of-printed-music/archive/105015671 Bio on William Napier from HMS.Scot: Biographical info: Napier lived c.1740-1812, and died in London. He was a violinist both at Edinburgh's Canongate Theatre, and for Edinburgh Musical Society, before moving to London. (Alburger, 120; Macleod) He played in prestigious bands including the court of George III, and in middle life set up as publisher, later also starting a circulating library. Napier comissioned music from Haydn and was well-connected with other classical composers. (Grove; Baptie) (https://hms.scot/fiddle/source/201/) David Young: New Bigging. The Next Tune I play is New Bigging, likely named for the tune of Newbigging, in Angus. It sounds very familiar, but it also may just remind me of the mystery tune I play before it. Do you know what it is called? The Next tune I play from Drummond Castle is Kiss’d Yestereen. 18teens: Neil Gow & Sons: Oh How I was kiss’d Yestreen in the Second repository of The Dance Music of Scotland: https://imslp.org/wiki/Gow%27sRepositoryoftheDanceMusicofScotland(Gow%2C_Niel) 1840s: James Rook’s Manuscript: Oh How I was Kissed Yestereen: https://www.cl.cam.ac.uk/~rja14/musicfiles/rook/rook_pages/033.htm 1848: William Gunn: Oh How I was Kiss’d Yestreen, He calls it a quickstep, so I play it like I would a 6/8 march, then play it as written. https://ceolsean.net/content/Gunn/Gunn_TOC.html David Young: The Malt Man. This tune again also appears in Gow’s Repository and Rook’s Manuscript. 1828: Donald MacDonald’s Setting for Kick the Rogues Out: Can you recognize the funky gracing in the beginning? https://digital.nls.uk/special-collections-of-printed-music/archive/105683188 1812: Elizabeth Ross’s You Silly Fool or "Amedain ghórich" Elizabeth Ross’s Impressive collection from Raasay in 1812. We will certainly be talking about this collection in the future. You can download the impressive PDF here: https://www.ed.ac.uk/files/imports/fileManager/RossMS.pdf 1757: Robert Bremner (I didn’t play this setting but you can look at it here) https://digital.nls.uk/special-collections-of-printed-music/archive/105002691 1734: David Young: Kick the World Before You My First Album is out! You Can Buy it here: https://jeremykingsbury.bandcamp.com/album/oyster-wives-rant-a-year-of-historic-tunes Please take advantage of the Tune Collection tab: https://www.wetootwaag.com/tunesources Also Please take a minute to leave a review of the podcast! Listen on Apple Podcasts: https://podcasts.apple.com/us/podcast/wetootwaags-bagpipe-and-history-podcast/id129776677 Listen on Itunes: https://podcasts.apple.com/us/podcast/wetootwaags-bagpipe-and-history-podcast/id129776677 Listen on Spotify: https://open.spotify.com/show/5QxzqrSm0pu6v8y8pLsv5j?si=QLiG0L1pT1eu7B5_FDmgGA

Kevbot, Kebab, Scarfboy, etc - a man of many names, many talents, many ideas, and many somewhat impressive tomato plants: this is Kevan.  Tune in to this episode to hear Kevan say, "you could say there's a little birdhouse in my soul"..A couple of, "oopsies," in this episode - one big one: when we talked about a certain Australian band that inspired us both as youngsters, we meant the Victoria Police Pipe Band, not the Vale of Atholl Pipe Band, (though I retain that it is a silly-sounding name...) Vale of Atholl is, of course, the band with which the famous and revered Gordon Duncan played.  We bagpipe, we promise......And now, some keywords: Bagpipes, bagpipe, bag, pipe, pipes, pipe, band, pipeband, drums, drumming, rhythm, bass, tenor, snare, Scottish, festival, Highland, games, WUSPBA

We visit the northern parish of Kirk Andreas and hear about how the Murray family as Dukes of Atholl indulged in nepotism to hasten the advancement of George Murray in the church. However, our main focus is on the church building, and particularly on the very tall tower, designed by Ewan Christian and built in 1869. There was a slap-up supper for the workmen and a party for their wives and family on 6th and 7th January 1870 to celebrate the tower's inauguration. Our story in Manx is a translation of one written by American horror writer H P Lovecraft about three robbers and The Terrible Old Man. As y kiaull ain - GWENNYN - En tu all PHIL GAWNE & BILL CORLETT - Y ghraih my chree 's my stoyr AR LOG - Twll yn y to/Cymro o ble?/Pedwar post y gwely MARTIN CARTHY & BRASS MONKEY - The foxhunt TANYA BRITTAIN & THE CHANGING ROOM - Dus tre TALISK - Echo PLETHYN - Y fwyalchen DAVID FISHER - Eisht as nish SHARON SHANNON & ALAN CONNOR - The Galway girl/Music for a found harmonium

Atholl Duncan (https://www.athollduncan.com/) is the Chair of the leadership development business, Black Isle Group. He worked as a journalist, TV producer and executive for the BBC for more than 20 years. Atholl is an Insead certified executive coach, who has studied leadership at Harvard and Cranfield.  Leaders in Lockdown (http://www.lidpublishing.com/book/) is a unique insight from the women and men who were on the frontline of leading the business world’s fight against Covid-19. From New York to Singapore to Hong Kong to the City of London it captures a remarkable moment in time – when the global economy was brought to a shuddering halt in the struggle to contain a deadly pandemic. These first-hand accounts of 100 days of lockdown tell stories of leadership in a crisis. They also share the wisdom of some of the world’s most thoughtful business leaders as they predict how the world will change because of Covid-19.  In these in-depth interviews, the leaders we hear from include New York Times CEO Mark Thompson: Unilever CHRO Leena Nair: care home leader Sir David Behan; Stagecoach founder Sir Brian Souter; Tata’s people leader Nupur Mallick; WHOOP founder Will Ahmed; and trail blazing young venture capitalist Pocket Sun. 

Atholl Duncan (https://www.athollduncan.com/) is the Chair of the leadership development business, Black Isle Group. He worked as a journalist, TV producer and executive for the BBC for more than 20 years. Atholl is an Insead certified executive coach, who has studied leadership at Harvard and Cranfield.  Leaders in Lockdown (http://www.lidpublishing.com/book/) is a unique insight from the women and men who were on the frontline of leading the business world’s fight against Covid-19. From New York to Singapore to Hong Kong to the City of London it captures a remarkable moment in time – when the global economy was brought to a shuddering halt in the struggle to contain a deadly pandemic. These first-hand accounts of 100 days of lockdown tell stories of leadership in a crisis. They also share the wisdom of some of the world’s most thoughtful business leaders as they predict how the world will change because of Covid-19.  In these in-depth interviews, the leaders we hear from include New York Times CEO Mark Thompson: Unilever CHRO Leena Nair: care home leader Sir David Behan; Stagecoach founder Sir Brian Souter; Tata’s people leader Nupur Mallick; WHOOP founder Will Ahmed; and trail blazing young venture capitalist Pocket Sun. 

Blair and Martin are talking with the author and philosopher, Andrew Bernstein. From his bio.: Andrew Bernstein holds a Ph.D. in Philosophy from the City University of New York. He is the author of numerous books, including “The Capitalist Manifesto: The Historic, Economic and Philosophic Case for Laissez-Faire,” and his most recent, “Heroes, Legends, Champions: Why Heroism Matters.” He lectures all over the world on myriad topics. And he is a mean-spirited SOB feared by nuns, puppies, and small children, who habitually cross to the other side of the street when they see him coming. Show notes with links to articles, blog posts, products and services: https://www.andrewbernstein.net/books/heart-of-a-pagan/ (Heart of a Pagan) https://www.andrewbernstein.net/books/the-capitalist-manifesto/ (The Capitalist Manifesto) http://theamericancapitalistparty.com (The American Capitalist Party) https://en.wikipedia.org/wiki/Mark_Pellegrino (Mark Pellegrino) https://twitter.com/joesanders33 (Joe Sanders) https://www.andrewbernstein.net/books/heroism-matters/ (Heroes, Legends, Champions: Why Heroism Matters) https://objectivestandard.org/podcasts/the-hero-show (The Hero Show podcast) https://www.imdb.com/title/tt1034048/ (Maria Montessori (TV movie, 2007)) https://en.wikipedia.org/wiki/Darkest_Hour_(film) (Darkest Hour) https://en.wikipedia.org/wiki/Katharine_Stewart-Murray,_Duchess_of_Atholl (Katharine Stewart-Murray, Duchess of Atholl) https://store.fee.org/products/real-heroes (Real Heroes by Lawrence W. Reed) https://en.wikipedia.org/wiki/Sherlock_Holmes (Sherlock Holmes) https://en.wikipedia.org/wiki/Endurance:_Shackleton%27s_Incredible_Voyage (Endurance: Shackleton's Incredible Voyage) https://en.wikipedia.org/wiki/Founding_Brothers (Founding Brothers) https://www.patreon.com/user?u=26987211 (Andrew Bernstein's page on Patreon) https://theobjectivestandard.com/author/aaron-briley/ (Aaron Briley) Support this podcast

A tale taken from the premier text of Welsh mythology, with part one of a story of London, giants, magic, marriage, international diplomacy and the age old question of: Families. Who'd have them? Intro and incidental music by @alice-nicholls-music. Other music from Sláinte: Lark in the morning/The Atholl highlanders, https://freemusicarchive.org/music/Slinte/Cup_of_Tea/slainte_-_09_-_lark_in_the_morning_the_atholl_highlanders Mairi’s Wedding, https://www.youtube.com/watch?v=MigN8ujDO0Q Damiano Baldoni: A Long Story, https://freemusicarchive.org/music/Damiano_Baldoni/Lost_Dinasty/A_Long_Story Misery, https://freemusicarchive.org/music/Damiano_Baldoni/Lost_Dinasty/Misery Drake Stafford: Bee Hive, https://freemusicarchive.org/music/Drake_Stafford Wood Spider: Will we all stop growing, https://freemusicarchive.org/music/Wood_Spider/Decadence/Wood_Spider_-_Decadence_-_01_Will_We_All_Stop_Growing- Doug Maxwell: Sao Meo Orchesteral Mix, https://www.youtube.com/watch?v=gu3XD5i4cOw Lionell Schmitt: Rise of The Evil, https://soundcloud.com/lionel-schmitt/rise-of-the-evil The Healing, https://soundcloud.com/lionel-schmitt/the-healing Conqueror of the Kingdom, https://soundcloud.com/lionel-schmitt/conqueror-of-the-kingdoms Malignant Heart, https://soundcloud.com/lionel-schmitt/malignant-heart Doctor Turtle: His Last Share of the stars, https://freemusicarchive.org/music/Doctor_Turtle/The_Double-Down_Two-Step/his_last_share_of_the_stars_zeroed

Natasha Sideris is the creator and founder of the successful tashas restaurants. Natasha opened the first tashas in Atholl, Johannesburg in 2005. Since partnering with Famous Brands in 2008, many more tashas have opened in South Africa, but also, in Dubai. She speaks to Youla Pandazis about the Restaurant collective Movement that she has started during the Covid-19 pandemic with other well-known Restaurant chains and her vision for this movement.

Join Carl and Andrew as they review student performances from the week at Dojo University! This week's challenging tune - Atholl and Breadalbane Gathering (Parts 3 and 4). To join Dojo U, visit DojoUniversity.com today!

Today we review student performances from the week! This week's tune is Atholl and Breadalbane Gathering. To become a member here at Dojo U - visit www.DojoUniversity.com today!

We continue our look into the beginnings of the Fenian cycle with a grisly plot item, a definitive answer to the question of whether fish-oils are good for the brain (in very specific circumstances), one weird trick to beat narcolepsy and an obligatory climactic shown down for the young Fionn Mac Cumhaill. Intro and incidental music by @alice-nicholls-music Other incidental music from: Sláinte: Banish, http://freemusicarchive.org/music/Slinte/Slinte/slinte_-_09_-_banish Lark in the morning, The Atholl highlanders, http://freemusicarchive.org/music/Slinte/Cup_of_Tea/slainte_-_09_-_lark_in_the_morning_the_atholl_highlanders Kesh Jig, Leitrim Fancy, http://freemusicarchive.org/music/Slinte/Slinte/slinte_-_01_-_kesh_jig_leitrim_fancy Julei Delaney, http://freemusicarchive.org/music/Slinte/Slinte/slinte_-_10_-_julia_delaney Jahzaar: Origin, http://freemusicarchive.org/music/Jahzzar/Smoke_Factory/05_-_Origin Dew, http://freemusicarchive.org/music/Jahzzar/handmade/Dew Railroad’s Whiskey co. http://freemusicarchive.org/music/jahzzar/home/railroads_whiskey_co Doctor Turtle: His last share of the stars, http://freemusicarchive.org/music/Doctor_Turtle/The_Double-Down_Two-Step/his_last_share_of_the_stars_zeroed Axeltree: Reservoir Sunset, http://freemusicarchive.org/music/Axletree/Sunset_EP/Reservoir_Sunset_Full_Synth_Mix Kai Engel: Plague, http://freemusicarchive.org/music/Kai_Engel/Sustains/Kai_Engel_-_Sustains_-_09_Plague Damiano Baldino: Celtyc Dream, http://freemusicarchive.org/music/Damiano_Baldoni/Lost_Dinasty/Celtyc_Dream

We dip a tiny toe into the vast lake of Irish Mythology with the beginnings of the Fenian cycle, a King called Conn, a warrior called Cumhaill and a boy called Fionn. Intro and incidental music by @alice-nicholls-music Other incidental music from: Sláinte: Gander in the Pratie Hole, Morrison's Jig, Drowsy Maggie, http://freemusicarchive.org/music/Slinte/Slinte/slinte_-_04_-_gander_in_the_pratie_hole_morrisons_jig_drowsy_maggie Lark in the morning, The Atholl highlanders, http://freemusicarchive.org/music/Slinte/Cup_of_Tea/slainte_-_09_-_lark_in_the_morning_the_atholl_highlanders Kesh Jig, Leitrim Fancy, http://freemusicarchive.org/music/Slinte/Slinte/slinte_-_01_-_kesh_jig_leitrim_fancy The Butterfly. Kid on the Mountain, http://freemusicarchive.org/music/Slinte/Cup_of_Tea/slainte_-_03_-_the_butterfly_kid_on_the_mountain Si Beag Si Mor, Snowy Path, http://freemusicarchive.org/music/Slinte/Slinte/slinte_-_11_-_si_beag_si_mor_snowy_path Julia Delaney, http://freemusicarchive.org/music/Slinte/Slinte/slinte_-_10_-_julia_delaney Damiano Baldino: Celtic Warrior, http://freemusicarchive.org/music/Damiano_Baldoni/Lost_Dinasty/Celtic_Warrior Kevin Hartnell: Libidinous Orison, http://freemusicarchive.org/music/Kevin_Hartnell/Umbra_1955/Kevin_Hartnell_-_Umbra_-_07_Libidinous_Orison

When you're drinking and you're gaming, well, magic happens. When two bet of friends get down to it, well, it's even more magical. Will and Graham do just that and get down to it with a re-visit of the Atholl Brose, a weird thing to drink in Spring time, but hey, whatever. We talk about Starcraft, Card Crawler, Netrunner, Cities: Skylines, and much, much more! It's whisper quiet! Enjoy folks! 

The distinguished gentlemen make a triumphant return to the soundwaves in episode 27. Graham and Will sit down with Atholl Brose, a traditional scotch whiskey holiday drink, which delivers a pleasantly smooth drinking experience. This episode's feature game is Amplitude's Dungeon of the Endless, a genre bending rogue-like well worth the time and money. 

BeerCast #49 – The MrBCast. Today we turn the show over to that hop-loving Argyll native MrB, as he brings a selection of Scottish and US beers that really tickle his tastebuds. Stand by beers in their prime, beers way past their prime, and beer in cans. Alongside him today are Richard, Grooben and Shovels – and we even call on MrB's Mum to help solve an argument... 1. Moulin Ale of Atholl (4.5%) 2. Tryst Raj IPA (5.5%) 3. Odell Cutthroat Porter (4.8%) 4. Caldera IPA (6.1%) 5. Dogfish Head Palo Santo Marron (12.0%) www.thebeercast.com thebeercast@gmail.com @thebeercast The post BeerCast #49 – The MrBCast appeared first on The BeerCast.