Transcript: Tony Dobbyn – Maximising Teams (Max#17)

Here is a very motivating interview with Tony Dobbyn, The Global Head of Service Operations for one of the largest Financial Corporations in the World. He talks about the techniques and skills he uses to motivate teams in the workplace increasing productivity and helping others be successful in life.


Kevin: Welcome to Maximise Potential the podcast to educate and motivate through a range of original interviews designed to help you maximise your potential.

Welcome everyone to episode 17 of the Maximise Potential podcast. Today’s interview is with Tony Dobbyn the Global Head of Service Operations for one of the largest financial corporations in the world. Tony has gained a world wide reputation for being one of the most effective managers at maximising the productivity of teams especially in relation to helping teams adjust after a merger or acquisition. Tony’s interview highlights and incredible variety of techniques and skills that he applied within his management career as well as explaining the approach he has adopted to maximising his own career.

There is a bit of background noise in this episode as we recorded this interview at the New York Stock Exchange London Head Office but it doesn’t distract at all from the excellent content that Tony shares. So please enjoy.


Tony thanks very much for sitting down with us today on the Maximise Potential podcast. Today we are going to talk about a subject that is absolutely ideal for the podcast and completely related to your career and it is all about how do we maximise the potential of teams. And you have had the wonderful opportunity to not just do it for companies in the UK but you have been so successful at doing it for them in the UK and I know you probably won’t say that because you are a very modest man. But you have actually then gone on and done it in several countries around the world. And not just to get them maximised in their own countries but then actually to harness that synergy and get them all coordinated so that everybody is working together. So I would like to introduce you – Tony Dobbyn welcome to the podcast.

Tony: Thank you.

Kevin: Just tell the story I mean because I don’t really know where it started and it would be very interesting to know how you actually got into this line of work and then how you started developing your own style for doing this.

Tony: Sure. So we are going to go back quite a long time. You know I started off many years ago when I was about 19 and I am now 47 and I started life as a Junior Computer Operator. Going back in those days it was really you were the junior and it was around big teams managing printers, managing tapes and all that kind of stuff. So you know the grounding was pretty good and you were treated more like a trainee in those days you know it really was like an apprenticeship. So you kind of learnt a lot about respect, respecting the guys above you, respecting the guys working with you because it was all shift based and then you know I was just very fortunate enough to kind of joined a very good bank back in the 80s who gave me a good footing and a good opportunity to kind of move up the ladder.

Kevin: Yeah and that was obviously at the explosion of the financial sector as well wasn’t it.

Tony: It really was, it was the Big Bang. But we also went through Big Bang and we went through Black Monday all those kind of different eras. So you know I learnt very quickly that it was a very much an up and down market. You know the boom times are great, you know I remember back in the whenever it was very much you know you could go down and be a wine bar technician and spend all afternoon down the pub to absolutely nobody was allowed to go out and drink and you know we need to pull in the purse strings and you know be more creative with how we use our resources.

So it is kind of going through those different kind of periods over the last 20 odd years that you kind of learn a lot about people, learn a lot about organisation structures. You learn very much about becoming an agent of change because you know with those changes you know one day you are working for one guy the next day you are working for another guy. You know the stability at the top is kind of very difficult to manage because you know these guys come in and make a quick buck and some of them move on but then some other guys come in and it just doesn’t quite work out so you learn very much about managing up and managing down because obviously you are the guy in the middle that kind of has to make sure the people below are as comfortable with the transitions as the organisation is making it.

Kevin: Because you have been through, my understanding is, about four mergers and acquisitions just in your career.

Tony: Yeah I mean I started off at a company called Security Pacific Horgavet who are now I think ABN Amro. You know that was way back when. That was the Horgavet was a merger. I then moved to Credit Swiss and then moved on to Bankers Trust who then obviously got taken over by Deutcher Bank. Went back to Credit Swiss Private Banking which was all very interesting again. So I went back to the same company that I had worked for before. But before I actually went to Credit Swiss I was working for J P Morgan. I was working for the Computer Science Corporation.

So I was really fortunate enough in that period to get a view on how you manage an organisation as an external vendor and that taught me a great deal you know about providing a service. Because within an organisation as an IT organisation you provide a service to the client which is the guys that make the money right. And the difference was with the JP Morgan Computer Science Corporation venture it was very much really seeing the business as the true client. So that was really a great learning curve for me.

And then joining Life after Credit Swiss and you know the evolution of Life has been phenomenal. I joined Life 1989, 1989 I think I joined Life or was it 1999? 1999 sorry. And you know I joined Life the organisation which had just moved away from being a floor based trading environment to an electronic trading environment. And that was really new dynamics altogether as well because people had been used to supporting a floor and instead of supporting a floor they were supporting remote customers that you didn’t see so that bought a new dynamic to how you manage your client. And fortunately you know having joined this organisation we then kind of had to help Fujitsui to run the [query 06:26] Exchange so I was fortunate enough to go and work in Japan. Then we got very much involved with the Chicago Board of Trade and I was asked to go and build an operations model and support model around the Chicago Board of Trade in Chicago. Which was a mixture of electronic trading and they still had the floor based open outcry trading. So that bought different dynamics to what I had to do.

Then we kind of moved towards Atos Euronext Market Solutions so we were outsourced within the Euronext campus because we merged with Euronext and took on all of the European exchanges to the last component which is now the New York Stock Exchange. You know we moved away from being an outsourced provider Atos Euronext Market Solutions to being back in house as an IT service provider. So if you look at my career you know I have worked for all of the big financial institutions. But as well as that I have had an opportunity to work in every single component that touches IT so that could be change management, problem management, you know operations, support. So I have covered all basis but on a global scale. So I have worked long term in Chicago, I have worked long term in New York where I am currently living. I have worked in Tokyo, Luxemburg, Zurich and for a long stint in Paris. I was actually in Paris for three years so I have learnt a great deal about how to manage teams in those different locations and what motivates them.

Kevin: Do you think that has been a key to your and I wont say success but understanding of teams and team dynamics is the fact that you have actually done so much of the jobs and you have been there and you have worn the t-shirt in all these different countries?

Tony: Definitely you know I think the greatest way to learn anything is to experience it. And fortunately enough I have had the opportunity to. But then you have got to make yourself available for that opportunity. You know so I was the guy who when people didn’t want to work a night shift I worked the night shift. If people didn’t want to work a weekend I worked the weekend because you know that is the only way you are going to grow. You know to be available to be there so when things go wrong that is when you learn as well. And if you are always available there is no better way of actually getting that experience.

Kevin: Do you think that has been one of the key drivers for you has been always putting yourself out there, putting your hand up and saying yes please I will have a go at that?

Tony: Absolutely. You know I would encourage anybody out there, I think sometimes you can get too stuck in a rut and we all come in every day and do the day job but it is about looking up and seeing the opportunities that are out there and there are plenty of opportunities. And it is just making sure that you do your networking and you get out there and you make people aware that actually you are quite competent because the more that you put your hand up the more the opportunities do get thrown at you because they do. And I am a firm believer in that.

Kevin: What is the old expression if you want a job done give it to a busy man. I think there are certain similarities coming here aren’t there?

Tony: Yeah but you know what over the years there is one thing that I have learnt that is the most important thing I think to the success as you start to move up the ladder and that is the art of delegation. I think far too often I think the guys at the top feel that they you know have to take an activity and actually do it themselves and when you look around you I am managing hundreds of people at any given time you know so if I cant allocate out work to those people then you know I am doing myself and them a disservice. And I think a lot of people feel a bit trapped in the fact that they have got to be a bit controlling once they get to the top.

Kevin: It is interesting that you should touch on that because in Episode 14 of the podcast we interviewed a really successful communications specialist her name was Kate White and she touched on very similar subject. She said one of the problems with managers is that they always think that they have to answer a question instead of actually realising you don’t have to answer you can actually, and in many ways you are doing your staff a disservice by always answering, you can actually turn it around. I think from the way you are going with this there is a certain similarity with what you are saying here.

Tony: Yeah you know I am a big, big fan of empowerment. And I think the biggest motivator on the planet is when people feel they are actually giving, making a contribution. And you know that is one thing I do encourage with my staff. If you do delegate there is one thing that you must do and that is to make sure that when you delegate you make sure you know when you delegated it, who you delegated to and there are touch points and you know you need the feedback and that is all part of the coaching as well. But when you delegate they have got an open door policy with you. They can come and see you when they are stuck but at the same time you are kind of giving them the freedom to go and do it. And you know it does pay dividends and I have got some great examples of how that has proved successful.

Kevin: Well go on I think that leads us in perfectly to one now, go on throw one in.

Tony: You know going back to where you said you know where have I come from to where I am right now. I am very fortunate to have got the experience that I have got but you know I realised about two and a half years ago that I needed a bit of me time, you know I needed a bit of self reflection I have been in this industry for a long time and it is a hard industry because when you are running IT services for the trading environments you know you are on call 24/7.

Kevin: Yeah.

Tony: So I realised I needed some me time so I kind of took three months out two and a half years ago. I have always wanted to kind of understand people’s behaviours and personalities and all of that kind of stuff so I decided to study NLP which is Neuro Linguistic Programming. I am now happy to say that I am a qualified practitioner. And what it did teach me is very much about everybody has got different behaviours and it is kind of how you can adapt to their behaviours to get the best out of them. You know I think everybody just expects everybody to be like them well that is not the case right because we are all different and we have to understand that we are all different and different things motivate different people. And you know when I did the NLP one thing that they did teach me was about setting goals. You know I always kind of set myself goals but they have always been quite loose but you know in this instance I sat down, they said you know you must make them specific, you must write them down, you must write every piece of information possible that you can. And I did and I sat down and I decided that I wanted to be the Global Head of Service Operations, I wanted to work and live in New York, I wanted an apartment in Manhattan, I wanted the dark wood floor with a dark wood kitchen, I wanted an office that over looked the Brooklyn Bridge. And it was really clear what I wanted.

Kevin: That is a hell of a lot of detail.

Tony: Absolutely. I wrote down the salary and everything. And at the time you know I wasn’t the Global Head of Operations I was running a programme called Follow the Sun. Where we were trying to bring in the US and the European guys to work as one entity and hand it off you know the night shift to the day shift but in different regions. So you know I was running with that programme of works. I was asked at the time if we could take on some more activities in Europe and the reason we couldn’t was because a lot of the skills in the US are very specific to that environment and the knowledge transfer would have taken a hell of a long time. And so we couldn’t really help out as much as we wanted to. So you know I was kind of asked if I could go in and do an analysis of the operations. At that point it was great for me because what I do is I just went in there very much as a consultant rather than the Global Head of anything. You know and I think, this is one thing I will say about innovation within an organisation or re-engineering within an organisation far too often we rely on somebody that runs the department to be the guy that goes in and does the analysis which I don’t think is the right thing to do because you are always going to have a protective view on it rather than a subjective view.

Kevin: Yeah the classic saying of don’t let the coder test his own work let somebody else do it.

Tony: Exactly yeah let somebody else do it. Be brave enough to let somebody else in to do it. And I think that is the sign of a brave organisation when you can do that. And because I went in very much as a consultant you know the way I worked it very much was I worked alongside the guys on a day/night shift. I interviewed the guys and maked them feel at ease that you know, and the thing is one thing that will always frighten people is you know fear is a terrible thing within an organisation and a lot of the times it is not actually borne about by the organisation it is the individual. You know they are scared of losing their jobs; they are scared that if they don’t do a certain activity they are going to lose their jobs. And the simpler you make it they are going to lose their jobs. Whereas my philosophy is very much the more you can give away the more free time you have got. The more free time you have got the more training we can give you. And the more training we can give you opens up bigger doors to you know other opportunities within the organisation. And that’s kind of how kind of worked with the guys.

Kevin: Sounds a bit more like the old you know the programme that is on Channel 4 or something – Back to the floor – where the boss goes in completely anonymous and just really gets down, does the dirty work again and is just seen as one of the guys.

Tony: Yeah and when you see those guys you know you can see like the old light bulb come on. You know I have read a really great book the other day and it is called ‘Illuminate’ and it is all about accentuating the positive right because we all like to feel positive and most people focus on the positives but there is a great line that this guy uses and it is about illuminating the negative. Illuminate the negative is just such a powerful thing and if you can get your people to do that and this is what I have done with my people. I very much go up to them and I just say well give me three things that you think are wrong, any three things. That is illuminating the negative because every single day, and the people who are going to fix your problem are the people that do it every single day. It is not me or the guy that is managing the department it is the guy that is sitting there every single day doing the role. He is the one with all the knowledge about what is right and what is wrong. So it is actually going to those guys and just saying give me three things that you feel are really hindering you or that we can improve. That is illuminating the negative.

Kevin: And how are people responding when you actually take this approach?

Tony: It’s really positive you know you can actually see them look at you as if to say what do you actually want my input. Once they feel they have got a voice then we talk about entrepreneurial spirit. Well all of a sudden they actually feel like they are entrepreneurs because they are actually making a difference. They are actually doing something that is coming from them that is going to make a difference in the organisation. But the key to that is actually acting on it. There is no point me saying give me three bad things or three negative things and then you say well thank you very much.

Kevin: Funnily enough I was just going to say what happens next, yeah.

Tony: The way we do it is well number one we have a staff survey that we send out every month to our guys. So we get feedback about training, whether they are happy in their environment and we share that, the results with them and we have gone from poor to good to excellent almost because they actually feel like they are being listened to and we are actually demonstrating that by providing them with the report on the feedback that we have got every month.

We are now taking it one step further it is kind of like give us three things you want improved. I think you know what people tend to do is take the three things and they just make things happen yeah so like some guys they find the three things that are upsetting their staff and they just make them happen. But what happens is the staff don’t actually see it. You have gone and done all this great work but it is not shown to them that it has happened. Yeah so what we do is yeah this is it on a whiteboard, these are all the things you have come up with, this is how we are going to do it, and these are the dates we want to do it by and by the way we need your help to do it. And then that is the key to it as well. There is no point going off doing stuff yourself you know get them involved. Get the people involved in the actually resolution to their issue. Because far too often it is too easy to say well I have got a problem and I want you to go and fix it. Well number one if you are getting them involved they actually feel part of the process. And you know I think the effects are quite profound you can see that people have become more motivated and energised.

I keep going on about stories because I love stories you know. One story I told all my staff is that the Mark Twain story about where in the summer holidays he had to get some money right so what he did was he was asked by this guy to paint his fence. He didn’t want to paint the fence he wasn’t happy about painting the fence but he thought you know what I need the money so I might as well go do it and if I am going to do it then I should look happy and energised and enthusiastic about what I am doing. So he started to paint the fence and he was whistling and singing and enjoying himself and then all of a sudden a couple of his friends walked past and thought oh he looks happy doing what he is doing that must be really good fun. And in the end what happened is the other guys that came along actually got paint brushes and started painting the fence at which point Mark Twain sat down and just watched them doing it. What a great story right but that is about enthusiasm, that is about making it seem like it is a really worthwhile venture and enjoyable. And I think all of these things when you do your staff surveys, when you go out there and find out what the three issues are that you have got to make it enjoyable, you have got to make people empowered, enthusiastic, energised. You know that has just got to be the key to success.

Kevin: And has this very much been that approach that you have taken you have seen it work in different countries.

Tony: Definitely.

Kevin: You know and such diverse cultures.

Tony: Yeah I am a big fan of the Apprentice and I think one thing that I did do in the US is kind of very much got everybody in on Saturday because there is no excuses about being too busy during the week. We all sat down we said right these are the four areas we need to improve and you know I kind of said to the guys look I aint going to fix it you are so off you go. They all went off like the Apprentice; they all come up with these presentations to report back to Alan who was me and the team. And it was great you know the energy that came out of it was amazing and the momentum that we got out of it because they were empowered to come up with these great ideas on how they were going to improve it. And I just thought they can enjoy it and I am enjoying the results now.

Kevin: I was going to say what’s it, I mean how has it been, when did you do the initial exercise with them?

Tony: We did this about 12 months ago and you know we had four key areas that needed significant improvement and we have achieved all the targets that we set out to achieve. And to the point that you know we actually gave a presentation to the SCC recently and they were absolutely blown away by what we have actually achieved in that 12 months.

Kevin: Amazing.

Tony: Yeah now if I looked at the different side of the coin which is in Europe you know I spent three years going backwards and forwards to Paris three days a week and I think my biggest success in Paris was because I actually made myself available to them in Paris. So I spent three days a week in Paris. I learnt the language. I am not saying I am proficient at it but I am pretty good, I can get by. I can work the coffee machine and I can get by with the guys.

Kevin: And this goes back to what you were saying before – don’t expect people to adapt to you adapt to the environment, adapt to the people.

Tony: Yeah and you know when I first went into Paris I made some big mistakes but I was fortunate enough to have a guy there who was my boss at the time was very much he understood the French way because he was French and you know he gave me some coaching. Once again as a leader the hardest thing is to be given you know kind of guidance and being told you are doing it wrong. But you know if I want to grow I have got to be told that I am doing something wrong some of the time and it is how you react to that. And you know I reacted in a positive way. You have got to be able to then step back and reflect and then look at the people around you and how you think you are influencing them. And you know I could see that my way wasn’t the right way and then I listened to what he had to say and then I implemented a different approach. You know it is even down to little things like lunches. On the whole most French people go out and have dinner, lunch rather. Whereas most people in the UK just sit at the desk and have a sandwich. Well that is just not acceptable, they just don’t like it. So that is the first thing you stop, you are making sure you shake everybody’s hand because if you miss one persons hand out in that room they actually feel that they have done something wrong. So it is little subtle differences like that.

But I think the turning point for me was I, as a group of English managers we went over there on a regular basis and gave presentations. Now French staff invariably presentations for us. So what I did was I decided to do my presentation in French. It was the most nerve wracking experience of my life. You know basically I typed it all out and I more or less read it verbatim. But the key to it was to the end once I had finished everybody stood up clapped me, cheered me and from that day I was accepted.

Kevin: Yeah accepted being the word.

Tony: And that just made things really easy from that day forward.

Kevin: Wow that is all because my interpretation of listening to it but you are willing, I think you even touched on it right back at the beginning, whether we were on mic already I cant remember but it is the investment, it is putting the investment in prior to getting something back afterwards.

Tony: Yeah absolutely. And you know me being a success in the US I wouldn’t have been such a success if I was running it from over here. You know I went and lived in New York for the last two years. And I have got to know the people, I have got a relationship with the people now and they, you know it is all about trust and respect. And the other thing as well what I will say is transparency. You have got to let people know what you are thinking how you feel, what is coming up. I think it is so wrong if people are left in the dark. I just think it is the wrong thing to do and me being out there enabled me to build up that rapport. Going back to NLP again it is all about rapport and understanding everybody is different and working to people’s strengths. You know some stuff might drive you crazy about an individual but they have a certain skill that you need where you have to adapt alright and you both have to adapt. And if you have got that transparency and openness yeah it has got to pay dividends right. And it has and you grow as an individual and so do they because sometimes you know we don’t see our flaws.

And I am constantly trying to, I am always assessing myself and I think you need to do that, you need to reflect on your behaviours and how they affect people because the further you go up the ladder the more you grow your sphere of influence and you have to be cognisant of how you affect the lives of many. It is what is it the Pareto Theory. Which is the 80/20 rule – misery of many is caused by a few. Never a truer word spoken right I just love those stories. If you can fix and it is how they do the Sixsigma thing it is very much based upon Pareto which is 80% of our problems in IT are caused by 20%. You fix those 20% and 80% of those problems go away. And you know I think that is one of the best analogies I can think of.

Kevin: So I want to ask you a question as well which is related to your approach and then related to the approaches of other managers who are scared to take your approach which is their theory with involvement, transparency, throwing it out there, it is going to open up a can of worms and they are scared of that. And I am just interested to hear your take on it because which ever way, I know you said earlier that we are sitting in a positive environment surrounded by positivity and I think we would all agree that we would love to think that the positivity approach is a lot wider spread than probably what it is. There is still a lot of fear, still a lot of if you like protectionism within business and as a result people do still worry about just throwing it open, the way you have and the way it has been so successful for you.

Tony: You know I think the most important thing is to just be a good honest person. I think at the end of the day you know when you do have these guys who have run an organisation for 25 years the last thing they want is for you to come in and they feel threatened by you. You know my philosophy is very much well lets go and work in a partnership rather than anything else and to show them that you are open you are friendly you know you are receptive and their view is just as important as anybody else’s view. But the most important thing is to show them how it is not their fault necessarily yeah if it is broken it is not necessarily their fault it is just they have got used to working in a way that kind of keeps it hidden. You know there are lots of areas where you have got a huge workforce, it is not automated, it is not streamlined but it is because people are just working to keep it going every single day rather than just taking that step back and looking and saying illuminating the darkness which is standing back and saying well actually it is broken. But if you can actually in a subtle way work with the guy, build up a rapport with the guy, be friendly with the guy and say well listen it is not quite working and these are the reasons why. I am a big fan of you know the world is built on numbers in my view. Everything in life is built around a number. So if you build a house you have got numbers yeah it is all built around maths and physics. So if I can sit down with one of these guys that has been in the organisation for a long time and actually show him some numbers that shows how busy they are and how efficient they could be if they implemented X amount of hours to resolve that issue over there. It is just taking the factual data which is mathematics working on the friendship component and the engaging component and the rapport component and then making it seem it is a collaborative solution.

But whilst you are doing that is also an opportunity to say to them well you know you have been doing this for the last 25 years you have done it pretty well and you have managed to keep it going probably not in the most efficient way but have you ever thought about anything else that you would really like to do. You know the same thing with me when I did my NLP. It made me realise well actually I quite like leadership, I quite like consultative kind of environments, I quite like teaching and coaching and all that kind of stuff. It taught me so much about what I really want out of life. And when you take these guys out of their day job and you actually show them that they are actually capable of more if they took the time, if they had the time, even with those guys the effect is quite profound.

And especially at my age 47 and a lot of the colleagues I have got are 47+ you know going back to books again there is a great book called ‘The Monk who sold his Ferrari’ and it is all about this guy who has a heart attack, he is a very successful lawyer and he has a heart attack in the Court Room. And then he vanishes. And what he does he goes off to the mountains becomes a Monk and he becomes this amazing looking guy who has dropped all the baggage from working very hard every single day in this lifestyle that he thought was great for him to actually being much more reflective and much more personable and a much better coach and teacher for people. And it is all about his teaching of people probably like myself and people like some of the guys I work with. And especially at our age you know what you want to focus on is your health because without your health you are screwed right. And it all goes hand in hand. And I think sometimes you know we kind of go through life just thinking we are fine, we are fine, we are fine meanwhile inside our bodies they are kind of breaking down. The work ethic just goes inward and it is about bringing that outward and reflecting on that. And I think once you become healthier, fitter, you know everything just changes in front of you. So it is not just my work perspective improvements it is about a lifestyle improvements.

Kevin: Yeah this is a holistic thing isn’t it. This is getting the whole, we have moved away from the whole thing about work life balance it is work life integration. It is saying this is all connected. So you have to find a good way to manage every aspect of it.

Tony: Yeah and you know if you are unhappy at work and you are under pressure at work and you can’t see a way out of it, it affects everything. It affects your home life, your wife, your kinds because they don’t get the best of you right. And I think a lot of the guys are kind of pulling away from the day job that they were doing and giving them the chance to have a bit of self reflection you know I have seen some of these guys going on now to having a whole new life which they would never have seen. You know they are healthier, they are fitter, their relationships at home are better and they are actually considering other opportunities in their work life.

Kevin: And this is all because it is stimulated from them getting a bit more of a kick and a buzz and getting rejuvenation within the work which has then kick-started everything else around them.

Tony: Yeah and you know they are your best tool as well. Because as soon as you get them onboard because you know they are going to be the guys that says well you know you will never change it, it has always been like that, what do you think you are doing here because you know you can’t change it, you cant change. God if I had a pound for every time somebody has told me I can’t change something I would be a very rich man. And you know for me if somebody says I can’t change it that means I can. And you know when they see the change and you can demonstrate that as I said with numbers they become your biggest fan and they then go out to the wider community for you. You know all the guys that kind of worked for them in the past, all of a sudden you know you have got this guy going out there saying fantastic what a great success story. And that motivates them to know that they can go and do it somewhere else as well.

Kevin: Yeah and all of a sudden they are spreading the word.

Tony: Absolutely yeah. But you know the thing I love to do is like to look up and see all the people who have actually worked for me in the past and see where they are in the future you know and take in the guidance that I have given them over the years and sort of seeing these guys pop up as COO’s in other organisations at senior level. And I just hope someday they will remember me and thank me at some stage hopefully as a consultant.

Kevin: So Tony I think we could keep talking a long time about this and you have got so many great stories to share but I think what we will do, I think we will draw a close to the end of this episode but I think what would be really great is having a chat with you again about the impact that NLP has had within your career because we do get an awful lot of people asking us about the NLP side of things particularly to do with their career and career development. So Tony thank you very much.

Tony: It has been my pleasure thank you.


Kevin: So thank you Tony Dobbyn for sharing how you have maximised your management approach and your career in general. We have made sure that there are links in the show notes to the two books that Tony refers to in the interview and that was ‘Illumination’ and also ‘The Monk who sold his Ferrari’ so all you need to do is just go to the Maximise Potential site and just click on Episode 17 for all the details and show notes.

You may have also seen on the website or on our LinkedIn Group the confirmation of some excellent news namely that last week or within the last week I should say we have been officially ranked as the number one careers podcast on ITunes and also the 16th best business podcast. So all I can say is thank you all for enabling us to achieve this incredible goal. And we will make sure we will keep bringing you superb interviews to help you all to continue to maximise your own potential. But thank you again.

So that just about covers it for this episode so thank you to Jenrick IT for setting up this interview with Tony really appreciated and also what is coming next? Well there is an episode coming up that I have been waiting to release for some time. A while ago I had the opportunity to meet a very inspirational young lady called Bonita Norris. In May of this year Bonita broke all British records to become the youngest British female climber to conquer Everest and we are very pleased to announce that she is going to share her entire experience with us exclusively on the Maximise Potential podcast. So please make sure that you subscribe to the podcast to ensure you don’t miss out on Episode 18 which I will try and release within the next week or so.

So thanks again to everybody. I hope you enjoyed today and to finish off here is a track from Xerxes and it is called ‘One Wave’. Bye bye.


Thanks for viewing this incredibly motivating interview with Tony Dobbyn. I’m sure you’ll agree that he is a very inspiring person not only in maximising his own career but also through helping others be successful in life.

If you enjoyed this interview, why not have a listen to the the very motivating interview with Kos Lesses (Max#20), an extremely effective internal Recuitment Project Manager, as he offers excellent advice on how to maximise workforce planning.

About the Author

Hi, I'm Tom Burkinshaw, I co-produce the Maximise Your Potential Podcast and Website and my goal is to help as many people as possible be successful in life, careers and business, by offering free coaching and mentoring through a series of unique interviews from inspiring people who all display exceptional self-belief, mental toughness and desire to achieve. Thank you for taking the time to visit Maximise Your Potential!