Sir Richard Branson Author and CEO of Happy Computers, Henry Stewart talks regularly about the importance of happiness to corporate performance, but it’s probably more common for such talk to slip into glib platitudesthan actually exude the culture of an organization. At Virgin, they really do walk the walk. From media to airlines and space travel, the people‐centric focus of the group helps to bind what they do together. It was noticeable when observing Virgin employees at work just how happy and engaged they are. It prompted me to ponder whether it was their happiness that drove the strong financial results of the group or the strong results of the group that drove employee happiness. When you first meet Branson, you quickly realize that he has a high degree of empathy that you don’t see too often. While some might give off the impression that they can turn empathy on and off like a tap, with him, it seems much more authentic. It almost feels like his mission is to make all people happy. "What makes Virgin particularly wonderful is the wonderful group of people who believe in what they're trying to do," Branson says. "Who are appreciated, who are praised, not criticized, and are given a chance to do a great job." With such a diverse empire, the challenge involved in keeping people happy is considerable. Achieving this has to start at the top, and Branson has developed a formula to pick the kind of leaders that will ensure that everyone is happy. At Virgin, a great leader must: Praise employees instead of criticizing them. Genuinely love all people from the cleaning lady to the senior executives. Be a great listener who not only hears the recommendations from employees but acts upon them. "The person who runs the company is critical," Branson says. "If you choose somebody who genuinely loves people and looks for the best in people, that's critical and if you bring someone in who isn't good with people then you can destroy the company very quickly." Source: Adapted from Forbes. 2018. Sir Richard Branson's Five Billion Reasons To Make Your Employees And Candidates Happy. Q.2.3 Discuss Capital Budgeting as a decision‐making tool used in conditions of risk and uncertainty faced by organisations such as the Virgin Group.
Sir Richard Branson
Author and CEO of Happy Computers, Henry Stewart talks regularly about the importance of
happiness to corporate performance, but it’s probably more common for such talk to slip into glib
platitudesthan actually exude the culture of an organization. At Virgin, they really do walk the walk.
From media to airlines and space travel, the people‐centric focus of the group helps to bind what
they do together.
It was noticeable when observing Virgin employees at work just how happy and engaged they are.
It prompted me to ponder whether it was their happiness that drove the strong financial results of
the group or the strong results of the group that drove employee happiness.
When you first meet Branson, you quickly realize that he has a high degree of empathy that you
don’t see too often. While some might give off the impression that they can turn empathy on and
off like a tap, with him, it seems much more authentic. It almost feels like his mission is to make all
people happy.
"What makes Virgin particularly wonderful is the wonderful group of people who believe in what
they're trying to do," Branson says. "Who are appreciated, who are praised, not criticized, and are
given a chance to do a great job."
With such a diverse empire, the challenge involved in keeping people happy is considerable.
Achieving this has to start at the top, and Branson has developed a formula to pick the kind of
leaders that will ensure that everyone is happy.
At Virgin, a great leader must:
Praise employees instead of criticizing them.
Genuinely love all people from the cleaning lady to the senior executives.
Be a great listener who not only hears the recommendations from employees but acts upon
them.
"The person who runs the company is critical," Branson says. "If you choose somebody who
genuinely loves people and looks for the best in people, that's critical and if you bring someone in
who isn't good with people then you can destroy the company very quickly."
Source: Adapted from Forbes. 2018. Sir Richard Branson's Five Billion Reasons To Make Your Employees And Candidates
Happy.
Q.2.3 Discuss Capital Budgeting as a decision‐making tool used in conditions of risk and uncertainty faced by organisations such as the Virgin Group.
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