Sir Richard Branson is a man I’ve admired as long as I remember. His books – jammed with stories of his entrepreneurial exploits and intrepid adventures on earth, sky and space – sit atop my bookshelves, their pages underlined with insights on taking risks, managing setbacks and living bravely.

So when given the opportunity to spend a week with him on his private Caribbean island of Necker, I was curious as to what else I could glean from the man behind the larger-than-life media persona. As it turned out, plenty. It just wasn’t what I’d expected. In fact what impacted me most was not his brilliance as a businessman (clearly that’s a given!); it was his “way of being” and how that infused energy, passion and creativity into our group, the conversations we had and the possibilities that emerged from them.

Be Approachable

Before I arrived in Necker Island I was asked if I’d facilitate a Q&A session with him. I was delighted and honored by the opportunity but, admittedly, a little nervous too. A few times I had to sit myself down and remind myself of the advice I give to others; that no matter wealthy, clever or accomplished someone is, they was ultimately no more human than anyone else.

Turns out I give good advice, because, for all of Richard Branson’s fame, fortune and larger than life media persona, he’s actually a very relatable and approachable person.

From our first interaction as I was making my morning cup of tea, he was warm, friendly and easy to be with.

The lesson: Be someone others find it easy to be around

Many people are quite out of touch with how others perceive them and some even get a kick from being intimidating (a sure sign of an insecure ego.) But it’s worth taking a moment to put yourself in the shoes of the people you interact with to consider how they may see you. Often, as people grow more successful professionally, others grow more reticent to approach them, share information and speak candidly. As a result, successful people can become increasingly isolated and out of touch in their ivory tower. Regardless of whether you’re at the ivory tower level or not, making people feel comfortable around you is vital to staying tuned in to what is on people’s minds and forging genuinely rewarding relationships. Richard Branson does just that. (Oh and by the way, our interview went great!)

Be Real

Sir Richard Branson may have had a Knighthood bestowed upon him by her Majesty the Queen, but he was clearly not one for titles, nor the pomp and formality that can accompanies such titles.

Often barefoot on his island paradise, Branson is completely and refreshingly unaffected by his status and has no need to prove himself to anyone – a hallmark of every genuinely inspiring human being I’ve ever encountered. Of course that doesn’t mean he doesn’t have a healthy sense of self-worth, but he isn’t driven by a need to prop it up. Needless to say, it was refreshing to meet someone of his fame and fortune who cares so little about it except to use it for good.

The lesson: Give up pretense and ditch the ego

Not only do you not have anything to prove to anyone, but when you try to do so, it doesn’t enhance how others perceive you; instead, it diminishes their perception.

Be Playful

Watch the business news and you can’t miss a bunch of suited men (and the occasional woman!) talking very seriously about very serious things because, let’s face it, managing a business-economy-country is serious business. But too much seriousness can suck the joy out of life.

While Richard Branson was not the loud larger-than-life larrikin I had somehow expected, he brought a light-hearted, lets-not-take-ourselves-too-seriously playfulness into our gathering, as he does everywhere. When we gathered at his home one evening to listen to Estelle perform for our group, he was the first to jump up on the bar and start dancing. I quickly threw off my heels and followed suit. Dancing on that bar, I decided I must do it more often. I mean, who needs a dance floor?

The lesson: Laugh more, stress less and stop taking everything so seriously (yourself included)

It’s not only good for your health, but it makes you much more fun to be around. So if you think you’ll one day look back and laugh, don’t wait. In the seriousness of life, a little play can make all the difference.

Be curious

Each morning on Necker revolved around a “think tank” session where we heard insights from a host of people on business, leadership and life. One of them was former NASA Astronaut Captain Mark Kelly who talked about good decision-making. He said, “None of us are as dumb as all of us.”

It was a great insight on the perils of “group-think” and the importance of challenging the consensus thinking. As Kelly spoke, Branson scribbled notes in his small note pad that he takes wherever he goes.

Sure, he may have built over 100 companies operating in 50 countries around the world, but he was open to new ideas and eager to find better ways of doing things. While being open minded may sound like sheer common sense, I’ve observed that as people grow older, they can easily slip into a fixed view of the world. They become complacent in their approach and closed to new (and better) ways of meeting their challenges.

The lesson: Be open to unlearning what you think you know so you can re-learn what you need to know

Keep asking questions and never assume you have all the answers. Because, no matter how successful you may be, there will always, always, be ways of doing things better.

Be Passionate

At an age when many would retire to the golf course (or in Branson’s case, to a tropical island), Branson has no interest in putting his feet up and sipping martinis. There are still so many things he’s passionate about, including the various initiatives of his foundation Virgin Unite.

Of course it’s easy to be cynical and say “All fine for Richard Branson to do what he likes; he’s loaded!” But the truth is that he got to where he is because of the passion he’s bought to everything he’s done and his willingness to lay it all on the line to turn his audaciously bold dreams into reality.

Passion is contagious. It rubs off on everyone around you and attracts enthusiastic passionate people to you like moths to the flame. From meeting Branson’s team at Virgin Unite, he’s clearly done just that.

The lesson: Find what you’re passionate about and then find a way to do more of it

If you’re passionate about what you’re doing, then you’ll not only do it better but you’ll be more successful at it. Branson is a great example of someone who has done just that. Again and again and again.
photo credit: Virgin Hot Air Balloon

Margie Warrell is an international speaker, thought leader and the best-selling author of three books: Brave, Stop Playing Safe, and Find Your Courage. She’s also the host of RawCourage.TV – helping women be braver in work, love and life. Learn more at

The business world is buzzing with the news that Richard Branson has announced unlimited vacation leave. From Branson’s blogI’m delighted to say that we have introduced this same (non) policy at our parent company in both the UK and the US, where vacation policies can be particularly draconian. Assuming it goes as well as expected, we will encourage all our subsidiaries to follow suit, which will be incredibly exciting to watch”.

Branson says he was inspired by Netflix – “simply stated, the policy-that-isn’t permits all salaried staff to take off whenever they want for as long as they want. There is no need to ask for prior approval and neither the employees themselves nor their managers are asked or expected to keep track of their days away from the office. It is left to the employee alone to decide if and when he or she feels like taking a few hours, a day, a week or a month off, the assumption being that they are only going to do it when they feel a hundred per cent comfortable that they and their team are up to date on every project and that their absence will not in any way damage the business – or, for that matter, their careers!

It sounds like an employee’s paradise – no need for leave forms, or accruals, just take the time when you need it, as long as your work is up to date.

I am a big fan of Richard Branson as an entrepreneur, but I do believe that businesses need to consider carefully before they emulate him on this. Absolutely, it can work, but you need to have the right culture for it.

If you have any of the following underlying assumptions in your company culture, unlimited vacation is not likely to succeed. Does your culture expect your people to:

  • Avoid mistakes, work long hours and keep on top of everything, all the time.
  • Compete with each other and work against others to fight their way to the top.
  • Take charge, always be in control and make autocratic decisions
  • Gain status and influence by being critical, looking for flaws and challenging others ideas.

If it does then people are not going to take leave unless they absolutely have to. This culture creates workaholics and micromanagers, and taking leave will be frowned on. Or if people DO take leave they risk their career by “not being around when we needed you”, or “you weren’t here, so the big project went to someone more committed”. You are likely to end up with burned out employees who NEVER take any time off.

Or does your culture expect people to:

  • Avoid being blamed for mistakes, to do as they are told and to clear all decisions with someone.
  • Conform, follow rules, do the right thing and make a good impression.
  • Agree with and be liked by others.

This culture is very “nice”, we all get along and have great relationships. But this creates two potential scenarios; people who don’t take time off because they don’t want to let the team down, or add to anyone else’s workload by not being available. If you have a small team and you take time off, someone else needs to pick up your work, right? And “I couldn’t do that to the team”. Or you get people taking lots of time off and work not getting done, because managers are ineffective at setting good goals and performance indicators and managing people who don’t meet them.

So what does your culture need to look like for this to work?

  • High trust, across the board, with everyone.
  • Employees who are highly motivated and engaged with their work.
  • People have a proven track record of effectively managing their time and workload.
  • Your people are supportive, constructive and sensitive to others needs.
  • Everyone has autonomy and empowerment in the way they choose to work.
  • You also need to ensure that no one person is critical – that you have at least one back up person for every role.

Is it working well for other businesses? Yes. But they got the culture right first.

What do you think about unlimited holiday leave – yay or nay? Let us know your thoughts as an employer or employee in the comments below!

Rosalind Cardinal is The Leadership Alchemist and Principal Consultant of Shaping Change, an Australian consultancy, specialising in improving business outcomes by developing individuals, teams and organisations.

Visit to pick up your complimentary copy of Ros’ e-guide to Leading Change. Written for managers who are tasked with leading organisational change, the guide presents practical steps to leading successful change. Ros also runs the Shaping Change Inner Circle, an exclusive membership network for driven leaders around the world who are passionate about making a difference, building successful businesses and leveraging the talents and skills of their people.

Photo credit: Eason C