Q: I’d like to ask a philosophical question: I have been trying to get my business off the ground, and I often feel that I have to get very aggressive with suppliers and service providers. I hate being aggressive, but I hate it more when my success (and survival) is hampered by others who don’t perform as they should.
I have come to believe that only very aggressive people get ahead. Yet I look at you and wonder: Are you aggressive in business or do you have a technique that serves you well while keeping your composure when faced with trying situations? I once met you and found you to be very friendly and relatively soft-spoken. -- Marco, South Africa
A: Thanks, Marco -- a nice set of easy questions to start off with!
Take the one about aggression. There are lots of ways to get your point across and make your business successful without being aggressive. Always remember that you love what you do and your role is to persuade others to love your business, too, and, therefore, to want to work with you.
I hope we are successful at Virgin because we engage with everyone in a positive, inclusive manner rather than in an aggressive, combative or negative way
If the companies or individuals you deal with do not respond to a positive approach, ask yourself if they are the companies you should work with. For every supplier out there that is aggressive, there are another five that will want to work with you -- in a way that allows you and your business to be true to a more inclusive and positive partnership.
The tone of your question suggests that not knowing how to deal with under-performing staff causes you a lot of stress. If a member of your team is not performing as you expect, don’t write him or her off immediately. At Virgin if an employee is not doing well in one area, I feel that he or she should be given the opportunity to try out in a different Virgin job.
Firing people should never be your first option. In some cases, when letting people go is your only option, prepare for the conversation with constructive suggestions about why it is not working out and other ideas the employee should pursue. That will help make the process easier for both of you.
I agree that a strong personality is a great asset when starting up your business. So is confidence to follow a vision. But listening to others and the art of delegation are key skills to add to the mix.
It’s often hard to get past your own feelings of frustration when dealing with others. Delegating to a member of your team brings a fresh pair of eyes and often a different approach and perspective.
One of my key lessons over the years has been to surround myself with great management teams who complement me and ensure that we have the all-around skills to make our businesses succeed. Our chief executives at Virgin Group and businesses like Active, America, Atlantic, Trains and Money have built strong businesses blending their personalities and skills on top of the Virgin culture I helped found.
As for negotiation: The key is to remain calm and collected. If you are getting angry, take a deep breath, realize you are taking it too personally and, even, take a step back. Rely on those around you to help you out. Teamwork can often win.
You can negotiate competitively without aggression. Understand what you want to achieve and what leverage you possess to help you reach your goals. Less aggression and more determination is what you need.
I often find, after a tough set of talks, that it is good to go out for a drink or two and get it off your chest! You may have a sore head in the morning but relying on and confiding in your team will often help you put everything in perspective.
As entrepreneurs we have to make tough calls. You ask if this requires a ruthless streak. I don’t think I’m ruthless (although a few people who don’t really know me and have never met me have portrayed me that way!). Actually, it is counterproductive to be ruthless. People tend to come back and do more business if they feel they have done well with you. That attitude has helped me over the years to attract and keep good partners and staff.
My ability to listen to other people and accept it when their suggestions are better than mine has been useful during my 40 years in business. I’m never too proud to admit I’m wrong or take action when others’ suggestions are better.
My last suggestion is: Remember to have fun. There is no point in being in business if it is not fun. Have fun with your team, your suppliers and the companies you work with. It is so much more rewarding to build up rapport than to find yourself in a constant battle. Don’t take everything so personally. Let your hair down now and again. And have some fun. Look at me – it’s a philosophy that has served me well for 40 years!
© 2010 Richard Branson
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Comments:
AMAZING. OMG.
Nice one, this is what its all about, learning from the greats, the man at the top has got a better view than the one climbing up it. LOOK, LISTEN, LEARN.
Sr Richard, you are my hero, I had a dream all long in my life to start my own business. When I read your great tips for a successiful business,I just realise that I have what it takes to follow my dreams and be who God created to be.You are my inspiration. God bless you.
A humble leadership style from Sir Richard Branson....such an inspiring lecture, well done!
As I was reading this post I kept thinking of parenting. The most successful parents (and business owners) are ones who EXPECT their kids (and employees) to do do what's right and enjoy the process. When we plan thoroughly, listen kindly, respond firmly (kind aggression), and make changes when change is due we'll experience success. It's the expectations and consistency that pulls it all together!
you will get what you deserve "money" but the sad truth is that money can't buy happiness, and it can be the root of evil, if gained by offendending others. so evaluate what success actually means to you. why cant you be aggressive as h---, and try to be mr. Popular in a genuine sense, it would be harder, but can they both be accomplished?
wow!!!!!!!!!!!!! i struggle with words, and emotions run rampid when i have to make a tough decision, like letting someone go ,due to outright disobedience of not doing his/her job in it's entiretiy. Iam also involved in a family business that i have only been saling for for 8 years, and as of almost a yeaer ago, i have become full time sales/ operations on half the business. It has been a struggle , but see new mildstones accomplished every week. BUT WHAT I JUST READ ON YOUR "CLIFT NOTES" ARE SO TRUE, I THOUGHT YOU WERE TALKING ABOUT OUR SMALL/MINUTE COMPANY. wow it's amaxing if you do the things you said and lead by example what it accomplishes. thank you, i have a lot of, "leading by example" to catch up on!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! ben tate
Thanks for posting this Question and answer. Great lesson to learn "My ability to listen to other people and accept it when their suggestions are better than mine has been useful during my 40 years in business. I’m never too proud to admit I’m wrong or take action when others’ suggestions are better."
Hi Richard ....i am Rahat from Dhaka,Bangladesh.... i saw a documentary about you in discovery travel and livings.....from that day you are my idol....i m a entrepreneur ...i have an event management firm and trying to be a successful entrepreneur like you.... god bless you..
I have always been #1 in sales by far. The reason being I am agressive as hell. Of course this is different than bieng the face of a huge company. I am not out to be Mr. Popular at my company, I am out to make as much $ as I can for my family. You get what you THINK you deserve.
I too wondered about the term "aggressive" and interpreted it a possible "deserve" issue. Example; new sale people - on one level basically same as a new business owner - sometimes believe that asking for the sale is being "too aggressive" because deep down they don't believe they're worthy. I'm not saying this the case with Marco - just that my interpretation went to that place. Live with Intention, DrBillToth.com/blog
Just reading through the comments and I dont think its appropriate to agree/disagree with Richard's advice. Richard's success, philosophy and the resultant Virgin empire is a testament to the validity of his advice. What I wonder about is what Marco means by being "aggressive." It is possible (and probable in my opinion) that Marco is associating aggression with getting a clear and candid message across to his team, suppliers and peers. For many, speaking candidly about what needs to be done to their team and/or to suppliers about terms, negotiations, A/R, etc - is a very difficult thing to do. It involves very uncomfortable conversations at times, but not necessarily aggressive actions. I think that in many cases, those who arent experienced in such things interpret others actions as being aggressive...but this may just be an interpretation based on viewing someone who is confident in candidly addressing what they need to address to assure their business is healthy and remains profitable. Its knowing the rules, how to play the game and then executing accordingly. Not much different than the dating game...its not the aggressive ones that win, its those that know the game, the rules and have the confidence to execute accordingly Cheers
Hi Richard, Such fine words of wisdom One saying that comes to mind is 'You'll attract more fly's with honey than with vinegar'. I admire your attitude to business and to life Richard, it's easy to see why you are such a successful man. In Health and Wealth Toni King
Thank you Richard, great tips here and I admire what you do as an incredible business man. I aspire to be just like you someday, thank you!
All of these sugestions are great for a growing business but I would recoment to read Jack Wech and the GE way to learn how to take you business from an ok business to a very competitive one and the way the business world is today Welch's advise will be more helpful and close to reality
Thank you Richard, I have admired your incredible business acumen. Your answers have come at a very good time since I am going into a meeting with a potential 'partner'. You are so right, it's our reaction and how we deal with it is what will make us successful.
If you can change people...change people. That being said, I agree with the sentiments that you should not give up on people quickly. One should take the time time first to meet people where they are - listen to them. And, then after you understand them - clearly define your expectations, take the time to give feedback along the way and reward where it makes sense. Center to it all is that people want to feel like they are part of something bigger than self - even in a B2B scenario - and they want to feel they are making a meaningful contribution to that bigger vision. They can't find that vision when what they see is rapture...
"My ability to listen to other people and accept it when their suggestions are better than mine has been useful during my 40 years in business. I’m never too proud to admit I’m wrong or take action when others’ suggestions are better." I think this is key - I'm fairly confident that even great, successful businesses can falter if the leadership breeds a culture of "I am right because I'm the boss", and the people around the leaders become too scared to tell the leadership what is really going on for fear of being seen as insubordiante or not a "team player." This of course leads to tunnel vision by the leadership, and can blind the company to strengths, weaknesses, opportunities, or theats. On the other hand, by breeding a culture of inclusiveness, collaboration, and listening, it brings everyone in the organisation together. Nothing is better for morale when a great idea lower-level employee is implemented and celebrated - it instantly gives everyone in the company "buy-in" and encourages more great ideas to spring from the ranks.
Great advices. It's always frustrating to do someone else job.