Raising ambition — five lessons from our leaders

2. Nurture innovative ideas and potential 

Michelle Kinnaird, Head of Investment Management at Scottish Enterprise, speaks about mentorship as a valuable support tool:

"When I started here, we were a small team of around 12 people, and we’ve grown into something with immense impact. We’ve been patient but also forward thinking, so much so that to date we’ve helped secure over £2 billion through our deals and portfolio, which currently sits at £400 million and around 350 companies, all at different stages.

"One of the very few advantages of the pandemic was that it brought about more equity for those with children at home. We saw a lot of secondary care givers play a more active role which allows there to be more balance in areas of historic gender discrepancy.

"This equilibrium has allowed us to build an ecosystem that supports all entrepreneurs, from many different backgrounds. For example, we’re seeing more women leading tech companies. Take Appointedd — an online booking software company was started by its CEO Leah Hutcheson in 2011 and now operates in 23 companies. Another is MIME Technologies Ltd, led by Anne Roberts, which is ranked 9th in the Scotland Tech 50.

"Having these innovators as examples, as educators, will hopefully inspire more women – and people in general – to disregard gender stereotypes in their field of choice. And that’s what I look on as our biggest achievement – we'll be able to say we’ve worked on some exciting deals and helped a huge variety of people to reach their potential.

"I like to think of it as recycling – we boost entrepreneurs and companies, who give back once they’ve achieved success. It doesn’t need to be money — it can be time and mentorship which then inspires the next wave of change."

3. Find your own leadership style 

Ana Gallardo, Team Leader, Entrepreneurial Development, describes her thoughts on authenticity and leadership:

"I lead the Entrepreneurial Development team. We’re a relatively small group of people focused on building entrepreneurial capability and capacity in the Scottish ecosystem.

"I used to have a huge inner battle, because I’d see leaders I admire – of all genders – and I’d find them so assertive, so decisive. I feel like that’s not my personality, but in the early days, I’d try to imitate them. I felt I talked too much, I probably smiled too much, and I have a high-pitched voice. But then a friendly CEO gave me the best advice. She simply said, ‘be you.’

"She told me that she had also struggled with having a sunny personality in the serious world of business. She learned to tone it down in certain situations but ultimately made it work to her advantage. I urge people to think that way – it's all about being yourself.

"Authenticity inspires others to follow your example and drives effective teamwork which lends passion and urgency to projects you care deeply about.

"In terms of leadership, there’s no such a thing as a universal definition – just pre-conceived ideas of what it should look like.

"Increasingly, I feel that it comes down to capability and integrity above all else. You need to know what you’re doing and essentially respect the craft of the area you’re in. And you should never forget that an organisation is made of groups of human beings — respect, honesty, and trust are fundamental in building a culture that makes an impact and creates value.

"The expressions of that are endless. You can be an extrovert or introvert, you can learn by doing or by studying detailed data charts, you can be an experienced expert or an avid learner on the job. Ultimately, you need that balance of capability and people-focus to be an effective leader."

4. Prioritise flexibility to get results

Alyson Smith, Head of Marketing and Engagement at Scottish Enterprise, talks about creating space for everyone:

"Early in my working life, I juggled motherhood, an international career, and studying - it was important for me not to compromise, to prioritise all three. I've subsequently had many conversations with people about work/life balance since the pandemic, which I really feel shone a much needed spotlight on the importance of job flexibility.

"If you're in an organisation that truly puts people first, people will rise to any occasion whether they work flexitime or regular hours, or at home or wherever. From early in the pandemic, we prioritised staff safety and asked everyone to go home and be with their families because that's where they needed to be. If you have good processes and procedures for getting people in, and for encouraging growth within existing teams, there's every reason you'll end up with a fabulously fulfilled and varied team.

"We're working more online than ever before - colleagues, clients, and partners alike. Despite the challenges of recent years, we're performing more effectively, more openly and we've got to know people better because we all meet in this one online room - it made a huge difference. It's allowed people to be themselves more and has created a much more level playing field."

5. Think beyond material value

Linda Murray, Director of Strategy at Scottish Enterprise, encourages diversity in recruitment:

"In the last few years, long-held assumptions about work – where and when it happens – have been challenged. Many businesses completely re-imagined their working practices and saw real benefits in productivity and staff morale. In some cases, there was a much wider talent pool to draw on than they’d been tapping into previously.

"These days, the younger workforce is driven by a sense of the company’s value, not in financial terms, but much more widely thinking about the good a company is trying to achieve, who it works with and how it connects with communities.

"This is already the focus for many companies, because by attracting more diversity, especially in leadership roles, you get a broader range of lived experience and different voices and perspectives driving change."