4. RICHARD BRANSON…
Sir Richard Charles Nicholas Branson (born 18
July 1950) is an English business magnate and
investor. He is best known as the founder
of Virgin Group, which comprises more than 400
companies. Branson was born in Blackheath,
London. His father was barrister Edward James
Branson. Branson had dyslexia and had poor
academic performance as a student, but later
discovered his ability to connect with others.
5. On one of Branson’s last
days at school, his
headmaster, Robert
Drayson, told him he
would either end up in
prison or become a
millionaire.
6. Sir Richard Branson
• Transformation Leader
• Virgin group > 400
companies
• Companies cost $25
billion
• Employees approx.
50,000
7. “My interest in life comes from setting myself h
uge, apparently unachievable challenges and tr
ying to rise above them…from the perspective o
f wanting to live life to the full, I felt that I had t
o attempt it”.
8. LEADERSHIP IS
Management is doing things right; leadership is doi
ng the right things.
Peter F. Drucker
Leadership is the art of getting someone else to do
something you want done because he wants to Do
it.
Dwight Eisenhower
9.
10.
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12.
13. Some simple strategies
• Size does matter: you need to challenge and compete with
big brands to become big yourself.
• Take it easy, mix fun with work.
• Remember, all work and no play makes Jack a dull boy ☺
• Haggling is possible in every business ‐ it brings down prices
Mingle like a common man, go ahead like a bullet.
• Be camera / media‐ friendly ☺
15. Leadership qualities
• Art of delegation… I have to be good at helping people run t
he individual businesses…
• Branson says his philosophy of ‘look for the best and you'll
get the best’ helped him build an empire recognized for its
young, fun culture…
• “If a flower is watered, it flourishes. If not, it shrivels up and
dies. It’s much more fun looking for the best in people.
• Employee should be given the opportunity to do well in a di
fferent Virgin Group job. Firing is seldom an option…
16. Leadership qualities
• Interaction between employees and managers is fundamental. Encourage
stuff to write him with any ideas or suggestions. Either way, they get the c
hance to be heard.
• Branson has developed a level of trust with his top managers
by setting the direction & then stepping back to let them navigate. ‘I
come up with the original idea, spend the first three months immersed in
the business so I know the ins & outs and then give chief executives a stak
e in the company and ask them to run it as if it’s their own’…
• Motivational strategies extend to innovative ideas. The key to encouraging
innovation within the Virgin ranks, suggests Branson, is to listen to any an
d all ideas and to offer feedback.
17. Leadership qualities
• “Inspire people to think like entrepreneurs, and whatever you do, treat them l
ike adults. The hardest taskmaster of all is a person’s own conscience, so the
more responsibility you give people, the better they will work for you.”
• “One thing is certain in business. You and everyone around you will make mist
akes. When you are pushing the boundaries this is inevitable—
and it’s important to realize this.
Even when things are running well, there is always the prospect of a new reali
ty around the corner. Suddenly, all the good decisions you made last week are
doing you untold damage. … Failure usually occurs when leaders avoid the re
ality of business. You have to trust the people around you to learn from their
mistakes. Blame and recriminations are pointless.”
• “There are many ways to run a successful company. What works once may ne
ver work again. What everyone tells you never to do may just work, once. The
re are no rules. You don’t learn to walk by following rules. You learn by doing,
and by falling over, and it’s because you fall over that you learn to save yourse
lf from falling over. It’s the greatest thrill in the world and it runs away screami
ng at the first sight of bullet points.”