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Richard Branson Leadership Interview

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Schawbel: How would you describe your leadership style? How do you believe this style makes your company culture unique?

Richard Branson: Rule-breaker – because I never learned the rules in the first place. To change the game is at the heart of what Virgin stands for, so the company culture has always been: “Don’t sweat it: rules were meant to be broken.”

Schawbel: What is your process for selecting leaders at Virgin? What qualities do you look for in new leaders and what qualities are your biggest turnoffs?

Branson: I’m quite involved in hiring for leadership and I look to hire my weaknesses. Personality before CV. A person who has multiple degrees in your field isn’t always better than someone with broad experience and a wonderful personality. I like to take chances on people, and whenever possible, promote from within – it sends a great message to everyone in the company when someone demonstrates a passion for the job and leadership skills at every step along the way and is rewarded with a leadership role.

Schawbel: How did you originally come up with Virgin’s values, vision and mission and then find the right people who believed in you and the company?

Branson: The Virgin values have and will always be the same: to change the game and challenge the status quo by providing a product or service of great use. My first business venture was Student magazine. Along the way, we saw gaps in the market where Virgin could play a role and can be an incredible force for good, and that’s become our motto. If you love what you do and if you believe in what you do, others will share your enthusiasm. Passionate people find their way to the Virgin Group, and when they do, we snap them up and try to keep them within the family.
Schawbel: From the beginning, how often would you research what your competitors were doing? What did you learn from them early on that

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