Sir Richard Branson

Belief Model for The Leadership of Richard Branson

Model Name: Richard Branson

Source: Business the Richard Branson way by Des Dearlove

Category: Leadership

Author: Paul Beeston

Ability Context

Leadership of a successful business Richard Branson is a household name in the UK. For more than 20 years he has successfully put the Virgin emblem on products from records to pensions. He continues to expand the Virgin empire.

External Behaviour Emotions (Sustained)

Think in pictures.

Blur the division between work and play.

Move quickly.

Create and manage effective joint ventures.

Encourage informality. Playful, fun, enthusiasm, confidence, energised and caring.

Emotions (Transitory)

Curious, shy, actor and school boy.

Test for values and beliefs Strategy A (test for beliefs & values satisified)

You can observe the flow of information within the organisation. You are getting feedback on the profitability and opportunities facing the organisation.

You have the feeling that the products are in alignment with the current market and are in alignment with the values of the Virgin brand. Listen to people. Encourage communication and feedback. Create opportunities for communication to take place.

Strategy B (test not quite satisified)

Check that the company and products is in line with current and future market requirements.

Strategy C (test not at all satisified)

Integrate personnel into other parts of the organisation.

Enabling beliefs and values

Hiring entrepreneurs. Creating energy around a goal and expecting people to achieve the goal. Constantly reviewing new business opportunities and new markets. Leading from behind. Everything is a game. Beliefs & Values About The Ability

Beliefs and values about the ability Definition of beliefs and values

Finding the right people and creating an environment in which they can flourish and build a profitable business.

Learning by testing and making mistakes. Success depends on learning. = Treat employees as extended family. Hire the right people and give them responsibility to do the job without interference. Give them the freedom to be creative and innovative. Fully accepting that to learn and grow mistakes have to be made.

Core beliefs and values Supporting beliefs

Helping people achieve things that they did not know they were capable of. Being a catalyst