Now Branson gives an inside look at his strikingly differentswashbuckling style of leadership. Learn how fun, family, passion, and the dying art of listening are key components towhat his extended family of employees around the world havealways dubbed (with a wink) the Virgin Way.
This unique perspective comes from a man who droppedout of school at sixteen, suffers from dyslexia, and has neverworked for anyone but himself. He may be famous for thinkingoutside the box an expression he despises but Bransonasserts that you ll never have to think outside the box if yourefuse to let anyone build one around you.
This is a unique book on leadership from someone whoreadily admits he has never read a book on leadership in hislife. So expect the unexpected.
- ISBN-13: 9781591847373
- ISBN-10: 1591847370
- Publisher: Portfolio
- Publish Date: September 2014
- Page Count: 400
- Reading Level: Ages 18-UP
- Dimensions: 9.36 x 6.38 x 1.28 inches
- Shipping Weight: 1.34 pounds
Publishers Weekly® Reviews
- Reviewed in: Publishers Weekly, page .
- Review Date: 2014-07-28
- Reviewer: Staff
No new ground is broken in this latest volume of aphorisms from Branson, billionaire founder of the Virgin Group—a conglomerate of 400 companies that are apparently run with breezy executive style and a fierce devotion to ensuring customer loyalty. Branson (Losing My Virginity) deserves credit for eschewing business jargon as he advises readers to challenge entrenched businesses (“Goliaths”) by creating a new niche markets right under their imperious noses, with “hybrid product that pigeonhole.” That’s the essence of Virgin’s successes, from an airline with a rock n’ roll attitude to the iconic chain of record stores. Virgin Megastores “became tourist destinations in their own right” in Paris and New York, while other ventures, such as Virgin Cola, were less successful. Branson comes across as a branding genius, making an impression on the customer and his own workforce, which he credits lavishly and frequently, from key executives discarded by competitors to entry-level employees who have thrived and been promoted internally (a practice he endorses). Given his obvious drive, his protestations that he’s happiest working from a hammock on his private Caribbean resort island sound disingenuous. (Sept.)