'It's about the details' - Sir Richard Branson. He keeps a little notebook and pen in his back pocket and always puts it to good use by jotting notes of ways to improve his company's services, down to the very last detail.
'Why should I not fire you?'
'Because if you fire me, I'll come and compete with you'.
I'm tremendously inspired by Sir Richard Branson. His character, attitude and spirit is what I yearn to develop. His views on running a business is one of a kind. He calls it a 'machine' for making money, but also says that it can bring about revolutionary changes in the way people live. I think it is precisely the fact that private enterprises have so much power that they care only about themselves most of the time; with only a few exceptions. I believe it's innate that when we're living comfortably, we become less aware of the problems there are around us. Poverty is the biggest oblivion, perhaps followed by environmental awareness. Sir Richard Branson, I feel, is doing what he can to tackle problems that he tries hard (since he is rich) to see. With the CarbonWarRoom set up, and his involvement in Africa's young and aspiring entrepreneurs, it says a lot about him as a person; as a human like you and me.
This year I'm turning 21. In my country, that means becoming 'legal'. It also means that in a few years time, after I get my degree from a local university, that it's time for me to take that leap into the society and learn to be financially and emotionally independent. Fortunately for me, I've already met the love of my life and I'm ready to live with her for the rest of my living life. This assures me that at least on the emotional department, I've got an angel. I'm really not worried about straying off my tracks and going into gambling or smoking or taking drugs because I know that she will be there to keep me guided. But I can't say the same when it comes to money.
I've got no knowledge of money, only those that I've acquired by reading the papers and hearsay. And to be frank, I really cannot care less about not knowing much about business. If I were living in the 70's and I had somehow read about Richard Branson's adventures, I'd stop everything I'm doing and come up with an idea, stick to it, and put it to action without second doubts. The thing is, this is the 21st century, and I wonder if such a daredevil tactic can ever prove to be successful.
So many people out there are educated in business. Do they have an edge over me? Undoubtedly so. What, 3 years of learning about business and picking up skills (not to mention contacts) and I expect them to be no better than me? Wishful thinking!
Because of that sheer fact, I'm considering taking up business in NUS. My heart lies in Engineering because I've always felt that should my ventures go wrong in the future, I'd still be able to contribute to make changes in society, just with a much smaller payslip and less satisfaction; but nevertheless, contributing. So now comes a dilemma - business or engineering? I thought about the idea of taking up a double degree and I haven't ruled that possibility yet. Whenever I imagine myself reading double majors, I feel like myself 3 years ago when I just entered JC.
I felt stressed up because I was in a school surrounded by people who have been studying in renown, elite schools... I felt hopeless and that I was bound to fail miserably in my academics. So I retracted my application to the Students' Council in fear that I wouldn't be able to pass my exams. I got depressed and I complained everyday to mei about how sad I was. Things started to change for the better in June as I realized that I'm managing well in my academics, and the people around me in school were supportive and incredibly fun-loving - the complete opposite of what I imagined them to be when I first enrolled. So things really started to change for me, and I graduated with 2 A's and straight B's, and a testimonial full of praise. Now, I wish I could go back to college and live those 2 years again. I'm even willing to give up 6 months to feel depressed, to feel that youthful, energetic and sometimes outrageous spirit in me once again. I must say that I still live off that spirit now and it has helped me overcome many problems in my Army life.
Having said all that, I think I managed to force myself to think deep. Pulling out from the Students' Council even before I got in was and still is one of the biggest regrets of my life thusfar. Being told by a friend in the Council that I would have been elected as part of the executive committee didn't help. In retrospect, I sincerely believe that I would've been able to cope with my school work even if I had been in the Council.
Anyway, I think I've made up my mind - I'll apply for a double degree in NUS when the window for applications opens. I might not be granted the courses, but it's worth a try. I'll fight for what I want.
Then, with some knowledge of environmental problems and armed with a business perspective, I'll start my venture. A venture that's going to be global - much like the Virgin Group. Nobody said it's going to be easy, but as Sir Richard Branson aptly pointed out, 'no venture made, no profits gained'.
About work-life balance:
"You want to have fun at home; why shouldn’t you have fun at work? I think leaders have got to make a bigger effort to make sure the people who work for them are enjoying what they’re doing. If a chairman of a company visits Seattle, that chairman should take all the staff out in the evening and have a few drinks together, talk together and party together and not be embarrassed about the staff seeing the weaker side of you. They don’t lose respect for you because they see your human side. They actually gain more respect for you."
About employees:
"If a flower is watered, it flourishes. If not, it shrivels up and dies. It’s much more fun looking for the best in people. People don’t need to be told where they’ve slipped up or made a mess of something. They’ll sort it out themselves."
About building trust with his managers:
Branson has developed a level of trust with his top managers by setting the direction and then stepping back to let them navigate. "I come up with the original idea, spend the first three months immersed in the business so I know the ins and outs and then give chief executives a stake in the company and ask them to run it as if it’s their own," explains Branson. "I intervene as little as possible. Give them that, and they will give everything back."
~nang
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