Teaches Disruptive Entrepreneurship

Contents
3 9
PA R T 1

dare to 14
MEET RICHARD
From signing the Sex Pistols to
launching a space shuttle, this rebel

disrupt
entrepreneur has shown that leadership
requires real risk—and serious fun
REFR AMING FAILURE
When risk goes wrong, get out of

7
your head and back to business

A DAY IN THE LIFE

OF A VIRGIN
MEGA- CUSTOMER
You can’t go far without bumping
into one of Richard’s businesses. Join
Virginia, a thirtysomething Brit, as
she goes about her very Virgin day
11
THE MINDFUL
DAREDEVIL
15
Taking risks can be terrifying, but there’s SPINNING FRUSTR ATION
a compelling (and scientific) case for INTO GOLD
doing so. Here, we explore the brain’s
mechanisms for weighing the odds 6 businesses born out of
exasperation with the status quo

19
JOURNEYMAN
This page: Richard
aboard the Virgin
Atlantic Flyer (left);
on the job circa
Student magazine VIRGIN MUSIC ’ S
(above). Next page:
Posing with a model WILDE ST MOMENTS
of SpaceShipOne Key business takeaways from Richard’s
first decade in the record industry

1
 31
WHEN SAR A BL AKELY
MET RICHARD BR ANSON

25 39
Can success and decency go hand in
hand? Consider these rebel billionaires

33
NEURODIVERSIT Y
AT WORK
Corporations are beginning to appreciate
the vast range of cognitive experiences

PA R T 2 PA R T 3

36
the ASSIGNMENT
doing
power WHAT’ S YOUR
SECRET SUPERPOWER ?
good
of we 37 41
27
HIT THE NOTE S
In praise of good old-fashioned scribbling HOW TO DO GOOD AT WORK
You can make a difference,

38
whether you’re an owner, an intern,
THE ART OF or something in between
DELEGATION ASSIGNMENT
How to stop micromanaging
and start motivating YOUR 7-DAY
NOTE-TAKING CHALLENGE
45
ASSIGNMENT

28
DR AW A RING
AROUND YOURSELF

AM I A MICROMANAGER ?
Answer these five questions to
find out whether you’re too involved
in your team’s operations
47
RICHARD ’ S READING LIST
15 enriching and inspiring titles,
selected by the man himself

2
 MEET YOUR INSTRUCTOR
Richard
Branson
From signing the Sex Pistols to launching a space
shuttle, this rebel entrepreneur has shown that leadership
requires real risk—and serious fun
T
HE PULSE-QUICKENING
fear, the sense of possi-
bility, the thrill of the
new: When it comes to
taking risks, Richard
Branson embraces it all.
Virgin Group, the multinational
conglomerate Richard founded in
1970, has operated in a vast array of
sectors, including travel and leisure;
telecommunications and media;
music and entertainment; financial
services; and health and wellness.
Regardless of the industry, Richard
always asks how Virgin can do things
3
“a bit differently.” This is why Virgin
music stores were set up to allow
customers to linger rather than being
rushed out the door, and why pas-
sengers on his airlines were able to
buy one another martinis with the
tap of a screen. When Virgin Voy-
ages, his cruise line, was launched in
2021, passengers were offered per-
manent mementos via the onboard
tattoo parlor, Squid Ink.
Where does it all come from—the
curiosity, the urge to innovate, the
sheer chutzpah? You could say that
adventure is in his blood.
THE EARLY YEARS
Born in 1950 in Surrey, England,
Richard was constantly urged by
both parents to test his limits and
form his own opinions. His mother
was a World War II veteran, ballet
dancer, actor, and flight attendant
whose myriad projects and side hus-
tles gave Richard an early glimpse of
entrepreneurial fire. His father, a
lawyer, led family debates about his
legal cases—including ones that
involved pornography and the legal-
ization of drugs—at the dinner table.
At school, the tests Richard faced
4

were less affirming. He struggled to
read because of his dyslexia, a con-
dition that affects the brain’s ability
to identify speech sounds and how
they relate to the written word.
Experts had studied the condition
since the late 1800s, but their
research hadn’t found its way into
the school system. As a result, class-
mates and teachers tended to view
dyslexic kids as dim-witted or lazy.
He endured frequent beatings for his
“poor classwork.”
Despite his academic challenges,
Richard found ways to contribute
significantly to school culture. He
campaigned against traditions that
he considered outdated, including
mandatory church attendance and a
system of subservience to older
pupils. His grievances to the head-
master went unheard, so Richard
shifted his focus to his own genera-
tion. At age fifteen he founded Stu-
dent magazine, which aimed to chal-
lenge the way the era’s youth were
perceived in an increasingly turbu-
lent society. When he left school to
5
focus on the magazine, in 1967, his
headmaster bid him adieu with the
prediction that Richard would land
in prison or become a millionaire.
LIFTOFF
Soon the pages of Student included
ads for Richard’s second business
gambit: Virgin Mail Order, which
offered records at discount prices.
From the mail-order business came
the Virgin Records shop, opened in
London’s West End in 1971. Two
years later, Richard’s record label
released its first slate of albums—
M A I D E N V O YA G E S
Clockwise from left: Richard and
others at Student magazine; a
Sex Pistols display at the Virgin
Records shop; Richard at the
Town House, his London record-
ing studio; and celebrating the
launch of Virgin Atlantic. Next
page: Posing with a model of
the LauncherOne rocket, from
the cockpit of Virgin Galactic’s
SpaceShipTwo; the Scarlet
Lady, the first ship of the Virgin
Voyages fleet
four long-players, three of them
deeply experimental, none of them
giving any hint that the same label
would soon release Never Mind the
Bollocks, Here’s the Sex Pistols, one of
the era’s most controversial records.
But Richard didn’t stop at media
and music. Year after year, industry
after industry, one ambitious
endeavor led to the next. Some were
short-lived (RIP, Virgin Cola), but
scores of Virgin Group ventures
thrived. Those businesses now oper-
ate in thirty-five countries across six
continents, employing more than
“It’s very important that, if you’re going to start a
company, you don’t take yourself too seriously.”
—RICHARD

sixty thousand people and generat-
ing billions of dollars in revenue.
Richard fulfilled his headmaster’s
second prediction—and exceeded it a
few thousand times over. In addition
to launching hundreds of businesses,
he’s made a name for himself in the
world of philanthropy, served as a
high-profile antiwar activist, and
pressured business leaders to be
more socially responsible. He earned
his “Sir” honorific in 1999, when he
was knighted by the British royal fam-
ily for “services to entrepreneurship.”
In his class, Richard will walk you
through key discoveries from his
wildest projects, revealing the strate-
gies he’s employed to disrupt indus-
tries and overcome obstacles. He
wants to help you spot opportunity,
turn perceived weaknesses into
strengths, build vibrant teams, stay
on your feet in moments of crisis,
and bring a little more kindness into
the world.
Ultimately, he wants to show that
you can do all this while maintaining
an indefatigable sense of adventure.
After all, if you aren’t having fun,
what’s the point?

6
A DAY IN THE
12:30 PM

As she builds up a sweat, Virginia

LIFE OF A VIRGIN
gets hungry. She steps into her
neighborhood fish-and-chips joint,
flashes a Virgin Money credit card,
and chows down.

MEGA-CUSTOMER
You can’t go far without bumping into 11:30 AM

one of Richard’s businesses. Join Virginia racked up some steps

Virginia, a thirtysomething Brit, as walking to the bookstore (counting
toward her total on her Virgin Pulse
she goes about her very Virgin day well-being app), but not enough.
She heads to her local Virgin Active
fitness club to hop on a treadmill.
As she hits her stride, she remem-
9:00 AM bers that she learned of the chain
from a sporty friend in South
Africa, home to more Virgin Active
It may be early for a Satur- locations than any other country.
day, but excitement wakes
Virginia. At the end of her
day, a hot air balloon ride
awaits—if only she can fin-
ish a whole laundry list of
to-dos. First, a few gulps of
hydration from her Virgin
Pure water purifier.
 

10:00 AM

Virginia is out the door and off to her

local bookseller. She picks up some
buzzy new reads, a few of which
carry the Virgin Books imprint, for
her journey to the balloon launch.
 

7
 1:30 PM

3:00 PM
Buzz buzz—a call from
her friend, Ahmad.
(Virginia’s mobile carrier A push notification reminds
is, no surprise, Virgin Virginia that her favorite badmin-
Mobile.) Ahmad has ton club has a match coming up.
breaking news: Their She has a hunch on the outcome
favorite musical sensation and wagers a few pounds using
is getting airtime on Virgin Bet.
Virgin Radio in the United
Arab Emirates, where
Ahmad lives.

4:30 PM

 
Virginia tucks a bottle of
merlot—handmade in the
McLaren Vale by Virgin
Wines Australia—into her
picnic basket and heads to
the balloon launch site.

2:30 PM

Back at home, Virginia

books a rail ticket to
see Aunt Leslie up in 6:00 PM
Glasgow, where she’ll
stay at the new Virgin
Hotel. Virgin Red
Floating at two thousand feet aboard
rewards, which she
a Virgin Balloons inflatable, Virginia
accrued by purchasing
casts her eyes on the horizon. Across
other products through
the Atlantic, the new Virgin Galactic
the Virgin Red app,
ship has taken off from New Mexico
apply to her purchase.
and is heading for space, where it will
 
mingle with satellites launched by
Virgin Orbit.

8
 PA R T 1

dare to

9
TROUBLEMAKER
Richard in his Student
days, attending a Vietnam
protest in London’s
Trafalgar Square

TROUBLEMAKER
Richard in his Student
days, attending a Vietnam
protest in London’s
Trafalgar Square

10
 PA R T 1 DA R E TO D I S R U P T

The
Mindful
Daredevil
Taking risks can be terrifying, but there’s
a compelling (and scientific) case for doing so

11 
H
EARING RICHARD
talk about, say, co-
piloting the world’s
largest hot air balloon
across the Atlantic
Ocean, it can be easy to overlook the
fact that his love of risk goes far
beyond fleeting surges of adrenaline.
“It’s this sense of adventure, the will-
ingness to jump in no matter the
odds, that’s been the key to my suc-
cess as an entrepreneur,” he says. But
what’s the connection between risk
and success, and how do we deter-
mine which risks are worthwhile?
PREFRONTAL CORTEX
This area, which sits behind your
forehead, controls the more refined
faculties of reasoning and inhibition.
It’s the part that helps you think
before you act or speak.
LIMBIC SYSTEM
A central group of brain areas includ-
ing the hippocampus and the amyg-
dala, the limbic system connects
emotions and lessons from your past
experiences to decision-making.
DOPAMINE
This neurotransmitter assists with
learning, movement, and memory.
It is released in the brain as a
response to a reward; the more
dopamine your brain releases, the
more pleasure you feel—and the
more open you are to risk.
THE LEARNING EFFECT
Scientists have theorized that dopa-
mine released in the act of risk-taking
may help in the learning process.

IT’S ALL IN YOUR HEAD

While several variables—like age,
genetic makeup, and levels of gray
matter—likely impact an individual’s
risk-taking ability, some biological
commonalities help explain risky
behavior. It all starts with an intricate
loop that connects the most primal
parts of the brain to the most evolved.
The mesolimbic pathway—a net-
work of three brain regions fueled by
the neurotransmitter dopamine—
processes risk and reward related to
any decision: Each region plays a part
in the work of perceiving, under-
standing, and pursuing risk.

BASAL GANGLIA
Composed of several areas near the
brain stem, the basal ganglia direct
our most basic needs, such as food,
drink, companionship, and sex. When
you feel a pang of hunger or lust, you
know your basal ganglia are online.

HE GETS AROUND
Previous page: Richard and copilot
Per Lindstrand preparing to float
across the Atlantic Ocean. Right:
Las Vegas larks with Virgin Atlantic
teammate Victoria Lewis

12
While it’s long been known that the
basal ganglia can facilitate reward-
based learning (if an action results in a
dopamine release, you will probably
be inclined to repeat that action),
researchers more recently discovered
that an unexpected reward releases
more dopamine than an expected one.
Brain signals associated with
learning are stronger when you’re
taking a risk, suggesting that the
rewards of trying something new are
greater than the rewards of repeating
an action—even one you know to be
beneficial. Risk-taking, so the think-
ing goes, gives you a neurobiological
advantage by improving the efficiency
with which you absorb new informa-
tion. And the workplace benefits of
quick learning and adapting to new
developments are not hard to discern.
F L O AT O N
Richard behind the wheel of an
amphibious Gibbs Aquada in 2004
13 
A PATCHY PLAYING FIELD
Corporate culture in the United
States often places a high value on
risk-taking. Studies of perceptions
at work have shown that employees
at white-collar jobs tend to see risk
aversion as a lack of confidence and
entrepreneurial spirit. Risk-taking is
viewed as a valuable business trait,
even if it results in failure.
While taking more risks at work
could have a positive impact on how
an employee is perceived, studies
have also shown that this tends to
be more true for men. Women have
reported taking fewer risks at work
because, based on their own experi-
ences, they expect to face negative
consequences. Taking charge of a
project or asking for a raise, regard-
less of the outcome, is the kind of
risky behavior that women are
implicitly urged to avoid.
Researchers studying risk sug-
gest that the solution goes beyond
simply encouraging women to take
more risks; companies need to con-
front shared assumptions and
reconsider practices so that women
are free to take those risks with the
same support and incentives that
their male counterparts enjoy.
THE RIGHT WAY
TO TAKE RISKS
You don’t have to be a neuroscien-
tist in order to determine what Kayt
Sukel, an American science writer
and author of the 2016 book The Art
of Risk, calls your “risk-taking algo-
rithm”—the unique way your brain
processes risk. Understanding your
algorithm by listening closely and
nonjudgmentally to your thought
processes can make you a better
risk taker: Self-awareness can help
those prone to leaps of faith deter-
mine when to pull back and those
afraid of the unknown to see oppor-
tunities beyond the risks.
Once you have a grasp of your
own habits and abilities, researchers
suggest basing decisions on long-
term goals rather than on immediate
consequences. Instead of seeking
out instant gratification, take more
thoughtful risks; even with Richard’s
“screw it, let’s do it” philosophy,
preparation is key. Since environ-
mental factors are out of your con-
trol, just being familiar with a situa-
tion and its possible outcomes can
instill a sense of agency.
Regardless of biological and envi-
ronmental factors, taking a mindful
approach to risky tasks, and know-
ing simply that it’s okay to approach
the unknown, can yield serious cre-
ative and intellectual rewards—in
addition to those rapturous floods
of dopamine.
REFRAMING
FAILURE
When risk goes wrong, get out of your
head and back to business
M AY B E YO U R R I S K-
assessment process goes a
little bit like this: Faced with a
novel situation, you think
through all possible out-
comes, both positive and
negative (with a focus on the
latter); you debate with your-
self whether the action is
worth it (while fixating on all
that could go catastrophi-
cally wrong); you tell your
friends about what you’re
doing (being sure to seek out
those who are most fearful);
and, finally, you make your
decision (to do nothing at all).
If this pattern sounds
familiar, you may have a fear
of failure. This very real con-
dition (more extreme cases
are known as atychiphobia),
may present itself as perfec-
tionism, procrastination, and
even debilitating depression.
Researchers believe it’s on
the rise: According to the
international financial institu-
tion known as the World
Bank, over the past twenty
years more American adults
than ever have said that fear
of failure has prevented them
from starting new busi-
nesses. Those statistics
might be relatively new, but
the feeling behind it is as old
as civilization.
PRIMAL FEAR
Researchers believe that
early humans survived
because of their ability to
work together: If you were
rejected from a group, you
would have to ward off pred-
ators and starvation all by
yourself. Jelling with the
tribe, in other words, was a
matter of life-and-death. No
wonder that some surveys
have found that people fear
public speaking—and the
rejection they risk every time
they stand before an audi-
ence—more than their own
demise. But in an age of
ever-accelerating technolog-
ical advancement, not taking
risks can be the deadening
choice, while trying and fail-
ing can lead to fresh insights
and promising new endeav-
ors. So how to embrace this
healthier view of failure?
“The very first issue of Student magazine, on
the back, I wrote the words, ‘The brave may not
live forever, but the cautious do not live at all.’ ”
THE POWER OF LAUGHTER
For Richard, cultivating a
lighthearted view of failure is
key. When it comes to failed
ventures, his recommenda-
tion is simple: “Laugh it off
and move on to the next chal-
lenge.” He remembers being
taught, from an early age, not
to regret the past. “Over the
years, my team and I have not
let mistakes, failures, and mis-
haps get us down,” he says.
“Instead, even when a venture
has failed, we try to look for
the opportunities, to see
whether we can capitalize on
another gap in the market.”
IN THE MOMENT
To overcome your fear of
failure, first try visualizing
yourself acting with courage.
Whether it’s launching a
business or giving a presenta-
tion, imagine what the
situation would look like if
you weren’t ruled by your
fears. When the big day
comes, stay in the moment,
focusing on what’s happening
around you rather than pro-
jecting into the future. Before
you’re expected to deliver,
try meditating, putting on
some music, taking a jog,
or stretching—anything that
grounds you in the present.
If you fail, think about it this
way: Your worst fears have
been realized, and, hey,
you’re still alive! Even better,
you’ve likely internalized
something from the experi-
ence. And that hard-won
intel can be invaluable.
—RICHARD
14
 PA R T 1 DA R E TO D I S R U P T
Spinning Frustration
Into Gold
Brands born out of exasperation with the status quo
W
E’VE ALL FELT IT:
the tightening of
the stomach
triggered by a
company’s arbi-
trary dictums, miserly customer ser-
vice, or gross inefficiencies. (And
unlike other ab-cinching exercises,
this one won’t lend definition to your
midsection.) What to do with such a
feeling? If you’re Richard, you use it
as fuel. Because when frustration
arises, ideas can, too.
When faced with a lackluster
product or service, Richard makes
lists of the features that irritate him
and of the business opportunities
that could arise from that feeling.
15 
This is the strategy he used to upend
the airline industry, zeroing in on its
many deficiencies—from the abysmal
food to the meager entertainment
offerings. Instead of playing one film
on a twelve-hour Virgin Atlantic
flight, for example, Richard gave every
passenger their own personal video
screen: In 1991, Virgin Atlantic
became the first airline to offer seat-
back screens to all passengers.
So when you’re searching for your
next business idea, pay attention to
what angers and annoys you. That
gnawing sense that something isn’t
right? Don’t just push it aside. You
might end up with an idea as ground-
breaking as these.
Houzz
When Adi Tatarko and Alon Cohen,
who had relocated to the U.S. shortly
after marrying in Israel, were looking
to remodel their home, they expected
the process to be fun and relatively
straightforward. They lacked the lan-
guage to communicate what they
wanted to designers, however, and
the dream of renovation quickly
became a nightmare. The couple felt
there had to be a better way, so they
created a site that facilitates collabo-
ration between homeowners and
contractors, relieving many pain
points in the process. In 2021, they
reported 65 million users worldwide.
Zoom
Eric Yuan moved from China to Silicon
Valley in the late 1990s and landed a job
at the American tech company Cisco,
where he helped develop teleconferenc-
ing software. By 2011, he was disillu-
sioned with the product, which he felt
was clunky and outdated. So he quit his
job and built a new platform that could
sync with standard office setups while
allowing users to stream video calls via
a mobile device. Launched that year,
Zoom didn’t take off at first. But its sim-
ple, stable design started attracting cus-
tomers, and with the work-from-home
upheaval brought about by COVID-19,
Zoom surged to the front of the pack.
16

Warby Parker
When American entrepreneur Dave
Gilboa lost his Prada glasses on a
backpacking trip, he was irked by the
$700 fee he would have to pay to
replace them. (He’d recently paid a
mere $200 for the newest iPhone).
Gilboa soon discovered that much of
the global eyewear market was domi-
nated by a single company that kept
prices unnecessarily high. Along with
three friends, he set out to give con-
sumers a more affordable option,
establishing a brand that sold glasses
for far less—and donating a pair for
every pair purchased, making Warby
Parker a major player in the BOGO
(buy one, give one) space.
17 
Stripe
Stripe
For the founders of web-based
businesses, setting up online
payments used to be a pain—one
acutely felt by Irish entrepreneur
John Collison and his brother,
Patrick. As entrepreneurs accus-
tomed to dealing with an archaic
banking system, they harnessed
what John describes as “productive
dissatisfaction” to attack that
system’s inefficiencies. Stripe,
launched in 2010, allowed
entrepreneurs of all (ahem) stripes
to process payments on the go.
Today it’s used by app-enabled
mega businesses like Lyft,
Shopify, and Postmates.
Airbnb
San Francisco is an expensive city.
So when residents Brian Chesky and
Joe Gebbia needed to earn a bit
more cash for their rent, their first
thought was to work with what they
actually had: an apartment. First,
they rented out their place to a
group of designers before a confer-
ence, marketing it as a “designer’s
bed and breakfast.” The listing was
a smashing success, and the duo
were eventually able to transform
their frustration into an interna-
tional rental platform.
TaskRabbit
In the fall of 2008, Leah Busque, a
Boston-based software engineer
at IBM, was heading out to dinner.
She went to feed her Labrador
retriever—only to realize that she
had run out of dog food. The result-
ing scramble made her think: What
if you could outsource simple tasks
to local freelancers? Busque says
she registered a domain name and
started outlining a business plan
before her meal arrived at the
restaurant that night. By the spring
of 2019, TaskRabbit had spread to
more than fifty cities and attracted
more than one hundred forty
thousand “taskers.”
 PA R T 1 DA R E TO D I S R U P T

Virgin Music’s
Wildest Moments
Key business takeaways from Richard’s
first decade in the record industry

19 
O 1971
VER THE COURSE OF
the 1970s, Richard
honed his gift for
leveraging frustration
and lunging at oppor-
tunities; by the end of the decade, he
was the head of a record label with a
deck of seminal releases and a mega-
store (which soon multiplied into a
global chain of outlets). Despite Vir-
gin’s unorthodox approach to
recording and marketing—or rather,
because of it—the label was remark-
ably successful, solidifying its repu-
tation as a maverick among the
milquetoast. Here’s a highlight reel of
Virgin’s most instructive moves
throughout its first ten years.
Virgin Mail Order almost immedi-
ately faces stiff headwinds when the
nation’s postal workers go on strike,
but Richard doubles down by open-
ing the Virgin Records Store in Lon-
don’s West End. Behind the counter
on opening day, he makes the shop’s L AW A N D
first sale: an album by the German DISORDER
electronic group Tangerine Dream. Previous page:
The original Virgin
Records shop,
THE TAKEAWAY: Stay nimble; you launched just one
never know when you’ll need to adapt year after Virgin
to unexpected conditions. If you’re Mail Order. Below:
confronted with what seem like Tangerine Dream,
whose first Virgin
insurmountable challenges, fight like
album, the ground-
hell and give yourself as much time as breaking Phaedra,

1970
possible to think. was issued in 1974

Virgin Mail Order is born. In 1964,

the British government had passed
the Resale Prices Act, ending a rule
that had allowed manufacturers and
suppliers to dictate retail prices.
About a year later, teenage Richard
launched Student magazine, which
targeted youth readers with ener-
getic coverage of the Vietnam War
and the rise of Britain’s antiestab-
lishment enclaves. Recognizing an
eager but cash-strapped customer
base among his subscribers, Rich-
ard adds a catalog of reduced-price
records to Student.

THE TAKEAWAY: “In business school

you were taught to stick with your
onions, stick with what you know,”
Richard says. “I decided I didn’t just
like onions.” When opportunity
presents itself, even if it’s not in a
space you’re fully familiar with,
don’t be afraid to explore it.

20
 1972
Virgin Records purchases a three-
hundred-year-old house in Oxford-
shire and dubs it the Manor; it will
serve as the recording studio of the
newly launched Virgin Records. In
contrast to the convention of report-
ing to sterile urban studios—not
always an ideal environment for
inspired work—the Manor offers
musicians a homey refuge that light-
ens the high-pressure atmosphere
of recording.

THE TAKEAWAY: It’s important to

interrogate the status quo, even if it
appears to be working just fine. You
may be surprised to learn that the
most fruitful approach isn’t always
the most common one. If Richard
hadn’t given music-recording meth-
ods a hard look, Virgin might not
have taken off.

21 
1973
Rather than release a single inaugural
album, Virgin Records releases four.
The albums center on unapologetic
strangeness, including new LPs from
pioneering Krautrock band Faust (a
spiky assemblage of twenty-plus
musical fragments) and cosmic pro-
gressive-rock group Gong, along with
a jammy, jazzy recording from a clan
of session musicians under the name
Camelo Pardalis. The mostly instru-
mental album Tubular Bells intro-
duces teenage British guitar virtuoso
Mike Oldfield, whose sound lurches
from sublime orchestral passages to
demonic growls. The record becomes
a massive critical and commercial
success, firmly establishing Virgin as
a music-business contender.

THE TAKEAWAY: Diversifying your

offerings can increase the chances
that customers will see something
they like—but too much variety right
out of the gate could blur your brand.
And if you find an obscure product
to be compelling (Richard had fallen
in love with a demo of Tubular Bells),
let those feelings fuel you as you
bring it to market.

MANOR MADE
Previous page: Richard in front
of the Manor. Right: Mike Oldfield,
Virgin’s breakout star

22
23 
1977
After two record labels dispose of
controversial U.K. punk outfit the
Sex Pistols, Virgin scoops them up.
Within weeks, the band releases
“God Save the Queen,” a snarling
takedown of the royal family that
draws the attention of punks, pearl
clutchers, and pretty much everyone
in between. Virgin then releases
Never Mind the Bollocks, arguably the
most essential punk record of the
1970s. After the Pistols break up, Vir-
gin signs vocalist Johnny Rotten’s
next group, Public Image Ltd., mak-
ing inroads to post-punk, the next
big thing in British pop music.

TAKEAWAY: Virgin’s ascent in the

wake of Never Mind the Bollocks
proved that “you’ve got to stand

out from the crowd if you’re build-
ing a company.” But beneath all
the hoopla lay the fact that, having
established itself with its earliest
releases, Virgin Records had shifted,
drastically, from instrument-driven
prog rock. By reimagining Virgin’s
sound, Richard enabled his venture
to grow.
1979
With the opening of its first mega-
WE LIKE NOISE store, Virgin completes its ascent
Previous page: Richard
into the mainstream. The sprawling
at the first Virgin Mega
Store. Above: Guitarist retail outlet marks a watershed
Steve Jones and vocal- moment in the brand’s expansion:
ist Johnny Rotten of the In addition to records, the store’s
Sex Pistols onstage shelves offer goods that might inter-
est the image-conscious youths who
form Virgin’s target demographic—
from cosmetics to condoms. The
store is stationed on the same street
as the original Virgin Records Store,
just eight years after its opening.

TAKEAWAY: Whenever you’re

expanding, identify your target
demographic and consider what else
might be interesting to them. Richard
had a deep understanding of British
youth culture and was able to
present them with a vast array of
products that spoke to them.

24
 PA R T 2

the
power of

25 
C R U I S ICNRGUAI SLT
I NI G
TUDE
RichardAand LT friends
I T U D E toast
Richard
the launch and
of Virgin
Atlanticfriends
Airwaystoast the
in 1984
launch of Virgin
Atlantic Airways
in 1984

26
 PA R T 2 T H E P OW E R O F W E
The Art of
Delegation How to stop micromanaging
and start motivating
O
NCE HE HAS LAUNCHED
a new company, Rich-
ard immerses himself
in its day-to-day oper-
ations before handing
the reins over to a trusted leader, at
which point he’s free to “worry about
the bigger picture.” He believes that
trusting employees to complete tasks
on their own is essential to an orga-
27 
nization’s success. He’s not alone:
According to a 2015 study of 143
CEOs conducted by American poll-
ing authority Gallup, executives who
were able to delegate presided over
companies that grew faster, gener-
ated more revenue, and created
more jobs.
Here’s how anyone—even a perfec-
tionist—can get better at delegating.

EMPOWER AND ASSIST
Successful delegators know that they
can’t accomplish everything on their
own, so they encourage employees to
take on tasks that fit their skills and
interests (having taken the time to
learn what those skills and interests
are). They also ensure those employ-
ees have everything they need to do
their job and provide constructive
feedback along the way.
RETHINK YOUR ROLE
If you’re struggling to guide your
organization toward new ventures,
perhaps it’s because you don’t trust
your team to accomplish day-to-day
tasks without your supervision. You
may want to roll up your sleeves and
do the work yourself, but your team
will accomplish more if you view your
role as motivational and supportive.
HIRE SMARTER
A lack of trust impedes productivity
and ramps up costs, according to
Stephen M.R. Covey, business con-
sultant and author of the bestselling
book The Speed of Trust. To build a
team grounded in trust, hire based
on character, not just skill, by asking
applicants questions that can help
you suss out their ethical standards
and critical judgment. Once some-
one is hired, assume the best of them
(and maintain a zero-tolerance pol-
icy for deceitfulness).
CALIBRATE
Encouraging interdependence can
help your team feel like they’re work-
ing toward a common goal, strength-
ening bonds. That said, interdepen-
dence needs to be designed around
your employees: Too much or too lit-
tle can be alienating and interfere
with productivity. You can facilitate
healthy interdependence by making
sure goals, expectations, and time-
lines are unanimously understood,
and by accepting that the group’s
dynamics can (and should) change in
tandem with external forces.
SHOUT OUT
Embracing interdependence also
means giving credit where it’s due
and including everyone when you
praise the work your team has done.
“It’s very, very, very rare that one
individual is responsible for any-
thing,” says Richard. “It’s the collec-
tive of people that makes something
happen.” He recommends using the
words us or we with your team and
avoiding the I word unless “abso-
lutely necessary.”
ENCOURAGE MISTAKES
Perfectionism can prevent your team
from accomplishing its complex
goals. Giving employees “the free-
dom to make mistakes,” as Richard
puts it, ensures that employees can
succeed and learn on their own.
Micromanaging, on the other hand,
can lead to a culture of mistrust,
which can damage your team’s pro-
ductivity as well as its morale.
“AM I A
MICRO-
MANAGER?”
Consider these questions
to find out whether you’re
too involved in your team’s
day-to-day operations
1 Are you frequently unsatis-
fied with the work your
team produces?
2 Do you constantly think
about how you would have
approached a given task
differently?
3 Do you like to be cc’d on
every email?
4 Are you hazy on the
strengths and weaknesses
of each of your reports?
5 Does your attention to
office minutiae cause
you to fall behind on larger
priorities?
If you answered “YES” to three
or more of these questions,
ask yourself one more: Is it
possible that your mistrust
stems not from your team’s
weaknesses but from your
own fear of failure? If so, don’t
despair. Reflect on the forces
that drive your behavior, get
anonymous feedback from
those you manage, and work
with your own manager or a
mentor to figure out what you
need to prioritize—and what
you can relinquish.
28
“Most things are run by teams.
It’s very, very, very rare that
one individual is responsible
for anything.”
— R I C H A R D

29 
30
 PA R T 2 T H E P OW E R O F W E

When
Blakely Met
Branson Can success and decency go hand in hand?
Consider these rebel billionaires

31 
R
ICHARD HAS BEEN
known to deploy some
unusual tactics while
vetting potential part-
ners and employees.
For proof, consider the case of Spanx
inventor (and fellow MasterClass
instructor) Sara Blakely.
On the 2005 season of Richard’s
reality-TV show, The Rebel Billionaire,
Sara was one of sixteen entrepre-
neurs competing to take over his job
as president of the Virgin empire.
Sara had launched Spanx, a brand
specializing in shapewear, four years
earlier. Seven years after her stint on
the show, she became a billionaire—
but first she had to run Richard’s
gauntlet of business challenges and
physical ordeals.
TESTS OF CHARACTER
During his class, Richard describes
Sara’s first major test on the show.
Disguised as an elderly cab driver, he
met the contestants at the airport.
Sara helped him with the bags; those
who mocked him from the back seat
were sent home as soon as Richard
revealed himself. It was a test of
“basic decency,” he says, and Sara
passed with flying colors.
In her class, Sara describes
another revealing Rebel Billionaire
moment: The contestants were
lashed to bungee cords and
instructed to jump off a cliff, into the
arms of a man suspended over a
380-foot chasm. One after another,
they failed—Richard included. When
her turn came, Sara focused not on
the man’s face or body but on the
pulley above his head. She leaped—
and landed safely in his arms. “Aim
high,” she says, reflecting on that
moment. “People don’t set their
goals high enough.”
GIVING BACK
At the end of the season, Sara was
named first runner-up; she would
have won, Richard later explained,
but she’d already enjoyed plenty of
success. Still, Richard handed her
$750,000—his paycheck for the
show—so she could realize her
dream of starting a nonprofit to help
women. These days, the Spanx by “Aim high.
Sara Blakely Foundation supports
women and girls around the world People
don’t set
through education, entrepreneurship,
and the arts. She has soared as a
businesswoman and a philanthro-
pist, and, as Richard says, “she’s done
it with smiles all the way along.”
their goals
Like her mentor, Sara knows how
to keep a team happy. When the
high
investment firm Blackstone bought a
majority stake in Spanx, she gave enough.”
everyone who worked at the com-
— S A R A B L A K E LY
pany two first-class tickets to any-
where in the world, along with
$10,000 to make it the best trip of
their lives. She’s also signed the Giv-
ing Pledge, vowing to give half of her
wealth to philanthropic causes.
Both rebel billionaires show that
kindness and stratospheric success
are not mutually exclusive—and that
sometimes personal and professional
growth means leaping into the abyss.
32
33 
 PA R T 2 T H E P OW E R O F W E

Neurodiversity
at Work
Corporations are beginning to recognize that the world contains
a vast range of cognitive experiences—and that their teams
should follow suit. Here’s how a growing number of neurodivergent
people and their allies are quietly revolutionizing the workforce

R
ICHARD’S DYSLEXIA
made for a challenging
journey through the
school system, but he
came to see it as a well-
spring of paradigm-shifting ideas
and business smarts. As a student,
he managed his dyslexia by learning
to collaborate, taking copious notes,
and developing other “compensa-
tory skills,” to borrow a phrase from
Julie Logan, a professor at the Cass
Business School in London who has
run studies on dyslexia in the work-
place. The value of those skills
became clear with Richard’s first
business endeavors. “Where others
saw problems, I was able to see solu-
tions,” he wrote in a 2022 blog post.
“Insurmountable challenges became
endless opportunities.”
The corporate world is beginning
to embrace neurodiversity—defined
by Merriam-Webster’s dictionary as
“individual differences in brain func-
tioning regarded as normal varia-
tions within the human popula-
tion”—including those with dyslexia,
autism, Tourette syndrome, and
ADHD (attention-deficit/hyperactiv-
ity disorder). Virgin, for one, has
invested in Auticon, a Berlin-based
IT and technology services firm that
employs people with autism as tech-
nology consultants.
The work of inclusion begins early
in the recruiting pipeline, as many
neurodivergent people have skills
that may not be apparent in a typical
job interview. Blue-chip companies
like SAP, Hewlett Packard Enterprise,
Microsoft, Willis Towers Watson, and
Ford have all made changes to their
hiring processes in order to access
more neurodiverse talent.
Make no mistake: There’s a long
way to go. According to a 2022 study
published by the Deloitte Center for
Integrated Research, 85 percent of
Americans on the autism spectrum
are unemployed. So in order to reap
the inherent benefits of a diverse
workforce—while recruiting and
retaining top talent—some compa-
nies are ending exclusionary hiring
practices, rethinking office environ-
ments, and more.

34
RETHINK
The first step involves unlearning “Where others saw problems,
I was able to see solutions.
assumptions about how a team mem-
ber should behave and understanding
that dyslexia and other expressions of
neurodiversity are not diseases or
deficiencies. This shift goes beyond
Insurmountable challenges
office dynamics: In 2022, Richard and
Virgin partnered with the global char-
became endless opportunities.”
ity Made by Dyslexia and the social —RICHARD
media platform LinkedIn, which now
allows users to add “dyslexic think-
ing” to their profiles, giving potential
employers an opportunity to view
dyslexia as an asset instead of a hin-
drance. The campaign also success-
fully worked with Dictionary.com to
add an entry for “dyslexic thinking,”
framing it as a form of cognition
rather than a disability.

HIRE SMARTER
The corporate hiring process can be
woefully inadequate when it comes to
identifying the full range of an appli-
cant’s abilities. EARN—the Employer
Assistance and Resource Network on
Disability Inclusion, an organization
funded by the U.S. Department of
Labor—recommends that companies
use job descriptions that clearly
describe the work expected and avoid
vague and potentially discouraging
“nice-to-haves” like “strong communi-
cation skills.” When the time comes to
interview applicants, EARN recom-
mends conducting them in quiet envi-
ronments that don’t overwhelm candi-
dates who have certain sensory
responses. Another option: swapping
the interview for a trial work session,
so applicants can showcase their work
skills and worry less about social ones.

FAT H E R O F M A N
Young Richard at school

35 
 assignment
assignment
SUPPORT
Along with more neurodiverse hires,
some companies are bringing in
WHAT’S
YOUR SECRET
WHAT’S YOUR
“social partners” (government or
nonprofit orgs dedicated to partner-
ing with neurodivergent people on

SECRET SUPERPOWER?
the job) and organizational coaches
to help with day-to-day issues that

SUPERPOWER?
may go unnoticed by neurotypical
employees. These groups can also
encourage employees to form sup- While it may be easy to think of others’ diverse
port groups and volunteer as “work learning styles as potential advantages, it can be
buddies” who will advocate for their harder to see your own supposed “weakness”
neurodivergent peers. as a superpower. Here’s how to get better at it.

TRAIN At home and at work, it’s often hard to see perceived

Neurotypical employees and man- “weaknesses” as the vital strengths they can be
agers can undergo training modules
that lay out the experiences and
needs of their teammates. This
training, plus a sustained commit-
ment to its teachings, can help
employees understand accommo-
dations they may see around the
workplace.

PERSONALIZE
EARN recommends that managers
offer employees accommodations like
1. IDENTIFY 2. CHALLENGE 3. REACH
flexible schedules, noise-canceling THE POSITIVES YOURSELF OUT
headphones, and gentle reminders of
a company’s social principles. And Make two lists. For one, Now it’s time to work We all feel trapped by
write down a personal- with your “weak- our own neuroses from
EARN stresses that neurodivergent
ity trait you’ve come to nesses.” You can start time to time. Now that
employees need to be the ones guid- view as a weakness. For by paying attention you’ve explored some
ing any customizations to the work the other, list the ways every time discomfort of your challenges, ask
space, even if they aren’t clear at first this trait has shaped arises. Maybe you feel a friend: “What do I do
on what those customizations your life for the better. nervous whenever you well?” You might not
should be. Suppose you wrote have to broach a diffi- receive the answer
“oversensitive”: Is it cult topic with a col- you’re expecting. If you
Empirical evidence suggests that possible that your sen- league; instead of feel like a nervous
when companies invest in getting to sitivity comes with deep avoiding these crucial wreck sometimes, per-
know their applicants better and emotional intuition and interactions, try shift- haps you’re more com-
accommodating their individual keen self-awareness? A ing your focus from passionate toward oth-
needs once they’re hired, everyone quality that might seem your concerns to theirs ers with similar
damaging to your per- through active listen- struggles. This empa-
benefits. Recognizing the power of
formance at work ing (think eye contact, thetic instinct could
neurodiversity is not only good for the could, at the same time, paraphrasing their make you an excellent
bottom line; it’s a step toward a more be a source of points, and asking fol- leader—especially if
equitable workforce. serious productivity. low-up questions). you recognize it.

36
 PA R T 2 T H E P OW E R O F W E

Hit the
Notes
The surprising benefits
of old-fashioned scribbling

W
HEN YOU THINK
of someone tak-
ing contempo-
raneous notes
(that is, notes
taken during or immediately after an
event), you might picture a journalist
interviewing a source or a lawyer
vetting a potential witness. But
of-the-moment reflections aren’t just
important to folks whose profes-
sions rely on written evidence—and
whose cross-examinations make for
gripping television.
Researchers have found a host of
benefits to note-taking. It’s been that I’ve done, almost without helps your brain connect disparate
shown to help students recall facts exception...to keep myself orga- pieces of information—especially
and synthesize material, and it’s nized,” he says. when you do it by hand. According to
endorsed by creative folks from a For Richard, note-taking is about Hetty Roessingh, professor at the
range of backgrounds: Consistent connecting with those around him on Werklund School of Education at the
note takers include Star Wars mas- a deeper level. When conversations University of Calgary in Canada, the
termind George Lucas, evolutionary are long and complex, writing it all practice brings about “cognitive
biologist Charles Darwin, and quint- down reminds him of the important engagement in summarizing, para-
essential Renaissance man Leonardo details. (It’s also a sign of respect: In phrasing, organizing, concept and
da Vinci. No wonder Richard credits meetings, he says, “if you don’t take vocabulary-mapping.” In other words,
note-taking for much of his success: notes, I think it’s insulting.”) you’re not just in the flow of life; you’re
“It’s been the most important thing Beyond basic recall, note-taking actively making sense of it.

37 
assignment
YOUR 7-DAY
NOTE-TAKING CHALLENGE
To find a strategy that works for you, try taking notes
a different way, every day, for a week
DAY DRAIN YOUR BRAIN
1 5
Spend at least ten minutes free-writing, preferably
when you’re feeling stressed or overwhelmed. Get
down anything that comes to mind; your first priority
is to keep writing.
DAY TALKING POINTS
2 6
If you have a job that involves meetings, pick one and
take notes throughout. If there are no meetings on
your schedule, try this: Before a conversation, write
down the topics you’d like to cover (and avoid). While
chatting, jot down any pertinent details.
DAY TO-DOS
3
After dinner, write down at least five things you hope
to accomplish the next day. Keep them specific and
attainable; you’ll approach bigger goals on day 7.
DAY FACTS AND FIGURES
4
Richard’s advice to budding entrepreneurs—“Don’t
just leave everything to the accountants”—is relevant
to anyone with a bank account. Make a list of the
month’s bills and ask yourself if any of your expenses
could be trimmed or eliminated down the road.
DAY BE AN ALIEN
Pretend you’re an extraterrestrial who’s just touched
down on this planet. Sit in a public space for half
an hour and describe the scene around you to the
curious citizenry of your home planet.
DAY REVIEW AND REFINE
Go over the notes you’ve taken for the past five
days and see which ideas bubble up. What would you
like to further pursue and refine? Could one of the
ideas you’ve explored become a long-term project?
DAY BIG IDEAS
7
Allow yourself an hour to sit in a quiet place that’s
free of digital distractions. Limber up your mind with
a little free-writing before getting into the broader
challenges you face in work and life. Aim to have at
least the outline of a solution before the hour is up.
TIP Buy a compact notepad that you can stick
in your pocket or bag and take with you on the go.
If note-taking by hand doesn’t work for you,
consider using a dictation app.
38
 PA R T 3

doing

39 
DOWN TO EARTH
Richard celebrates a
2016 partnership dedicated
to protecting Australia’s
Great Barrier Reef

40
 PA R T 3 D O I N G G O O D
How to
DoatGood
Work
I
N 2007, RICHARD AND U.K.
pop star and philanthropist
Peter Gabriel conceived the
Elders, a group of indepen-
dent global leaders that was
subsequently brought together by
Nelson Mandela and Graça Machel,
the former president and First Lady
of South Africa, to tackle seemingly
intractable global problems. In its
first statement, the Elders outlined a
mission “to support courage where
there is fear, foster agreement where
there is conflict, and inspire hope
where there is despair.”
In practice, that has meant work-
41 
You can make a difference,
whether you’re an owner, an intern,
or something in between
ing diplomatically to assist in peace-
ful resolutions to global conflicts,
whether by meeting with leaders to
discuss the humanitarian crisis in
Sudan or denouncing an attempted
coup in Guinea.
Today, the group—which also
works to fight climate change and
empower women leaders—is com-
posed of heavy hitters like Mary Rob-
inson, the first female president of
Ireland; Ban Ki-moon, a former
United Nations secretary-general;
and Hina Jilani, a renowned human
rights lawyer from Pakistan. Its goal is
no less than world peace.
But even if you don’t have world
leaders on speed dial, there are
ways to make a positive impact and
push for social change in the work-
place. Here are some suggestions
for people at every level of the
corporate hierarchy.
EMPLOYEES
LOOK FOR OPPORTUNITIES
TO MAKE A DIFFERENCE
Analyze your day-to-day tasks, and
spot opportunities to give back.
Options include organizing fundrais-
ers, advocating for colleagues from
marginalized communities, and, if
you feel that the people at the top
of the ladder need a nudge toward
fairness, justice, or sustainability,
starting a petition to make your
concerns known.
MOBILIZE YOUR
COMPANY TO FIGHT
CLIMATE CHANGE
This could mean ensuring that your
office is recycling, starting or joining
an employee resource group (ERG)
to discuss environmental best prac-
tices, making energy-efficient
upgrades to your workplace, or agi- TO INSPIRE HOPE
tating for a more sustainable supply The Elders officially launch on
July 18, 2007, in Johannes-
chain. Keep in mind that environ-
burg, South Africa. Left to
mental and economic justice are right: Mozambique-born poli-
closely intertwined: By pushing for tician Graça Machel, English
public-transportation vouchers, for pop musician Peter Gabriel,
example, you could improve your former president of South
coworkers’ economic well-being Africa Nelson Mandela, Rich-
ard, and former U.S. president
while offsetting carbon emissions.
Jimmy Carter
PUSH FOR GREATER
DIVERSITY
If you’d like to see structural changes
to your employer’s workforce—
changes that would make your office
more diverse, inclusive, and explicitly

FOUNDERS AND CEOs
EMPLOYEES
anti-racist—find others who are sim-
ilarly motivated and establish con-
crete goals you can pursue as a col-
lective. (If you are white and/or
cisgendered, commit to the full
scope of work; don’t rely on others
to educate you.) Make sure your
objectives are tied to data, such as
statistics about diversity in hiring in
your particular sector. Then bring
your proposals to your managers—
and, if necessary, the executives
above them—using “we” statements
to make them feel like they’re part
of the solution.
43 
MANAGERS
TIP: If you’re hitting barriers,
emphasize to your managers
the bottom-line benefits of social
responsibility. According to a 2016
study by American public relations
company Cone Communications,
75 percent of millennials said they
would be willing to take a pay
cut to work for a socially responsible
company; 64 percent said they’d
turn down a job offer if they felt the
company didn’t have strong
corporate responsibility practices.
It may feel cynical to highlight such
figures, but sometimes it’s necessary.
MANAGERS
CONSIDER HOW
POLICIES AFFECT LIVES
How can you advocate on behalf of
employees for a fairer workplace?
Perhaps you can push for more
comprehensive healthcare coverage,
offer flexible telecommuting options,
or make it easier for your reports
to take personal days
ASSESS YOUR ENVIRON-
MENTAL PRACTICES
Look into whether zero-emissions
goals have been set and whether
your company is hewing to a sci-
ence-based climate agenda. If not,
consider who among your supervi-
sors could help make these changes,
and share resources with them.
Find talking points and questions
you can ask key stakeholders on the
website of the American nonprofit
Climate Voice.
SUPPORT EMPLOYEE
INITIATIVES
Champion efforts by your employees
to improve working conditions,
strengthen diversity, divest from
carbon-emitting sectors, and sup-
port humanitarian causes. Offer
budgetary and logistical resources
to employee resource groups. If you
have a friendly relationship with
someone higher up on the org chart,
consider connecting them directly
with an ERG. In other words: Be a
bridge, not a wall.
TIP: When pushing for change,
clarify your own intentions so that
your superiors understand why
you’re passionate about a given
cause. Personal anecdotes can
help drive the message home, as
can a narrative that positions the
company at the center of your
appeal. Try emphasizing that you
want the company to be seen as
a leader in whatever cause you’ve
taken up.
FOUNDERS AND CEOs
CONSIDER
BECOMING A B CORP
In 2007, an American nonprofit net-
work called B Lab began to certify
businesses that were upholding pri-
orities beyond maximizing share-
holder value. Today more than five
thousand businesses worldwide
have this certification, meaning they
have committed to an “inclusive,
equitable, and regenerative econ-
omy.” Even if you aren’t awarded B
Corp status (only one in three appli-
cants are), the process of applying
can help you assess your environ-
mental and social performance,
employment policies, and commu-
nity impact.
company also built clinics to care
for locals living with HIV/AIDS. Ask
yourself: Who makes up your cus-
tomer base and supply chain, and
what are some ways you can give
back at the ground level?
TIP: If you’re struggling to make
the challenges and rewards of these
efforts tangible, consider the power
you have as a leader and how it
can affect, for better or worse, the
futures of your own nearest and
dearest. CEOs, Richard says, have a
particular responsibility to future TESTIMONY
generations: “They’ve got children, Former U.S. president
Jimmy Carter, Richard,
they’ve got grandchildren, and they
and others at the Yad
should use that power that goes Vashem Holocaust
with having a successful company History Museum’s Hall
to better the world.” of Names in Jerusalem

ENCOURAGE EMPLOYEES
TO VOLUNTEER
Allocate a certain number of days
per year during which your employ-
ees can support the charity of their
choice without having to give up a
day’s wage. (Some companies give
employees a full day of volunteer
time per quarter.) Time off for volun-
teering can also make your company
more attractive to socially conscious
potential employees.

INVEST IN YOUR
COMMUNITIES
When Virgin Limited Edition opened
a game reserve in South Africa, the

44
 Y

OU
ANE

RC
YOUR COUNTRY & PL

OMM
U RSELF
YO

UNITY
assignment

DRAW A RING
AROUND YOURSELF
Working toward a kinder, cleaner world starts right where you are

MANY COMPANIES APPEAR to be
socially progressive—but not every brand
that, say, wraps its logo in rainbow colors
during Pride Month has made social
impact a core tenet of its mission.
At Virgin, Richard draws metaphorical
rings around himself, the communities he
serves, and the planet. The exercise starts
with an awareness of your own well-being
and your relationship with your surround-
ings, he says. Ring by ring, you make your
way outward until you’re considering your
impact on a global scale. “Companies, just
like individuals, should draw rings around
themselves,” he says; if you’re in a position
of power, you can start to consider your
financial and political leverage as you
reach the larger circles. For the purposes
of this assignment, though, we’ll focus on
individual action.
Write down your humanitarian goals,
from the mundane to the global, in the
boxes on the next page. You can start
with the accompanying suggestions.

45 
YOURSELF
How can you care for yourself?
• Adopt a meditation practice
• Moderate your social media
intake and seek out reputable
news sources
• Make room for art, music, sports,
crafting—whatever feeds your soul
• Shift your diet toward cruelty-free,
sustainable, and nutritious foods
• Partner up with a friend on any of the
above for support and accountability
YOUR COMMUNITY
How can you nourish your
neighborhood?
• Offer your professional skills to a
community organization or
neighbor in need
• Look around for a local mutual-aid
group working toward food justice
• Volunteer in the wake of natural
disasters (or anytime, really)
• Pass out food and hygiene products
to your unhoused neighbors
• Participate in town halls and city
council meetings—and vote!
YOUR COUNTRY & PLANET
How can individuals work toward
global change?
• Sign up with NGOs that fight hate
and extremism at home and
around the world
• Set up monthly donations (even
small ones help) to a climate-
justice group
• Support brands that uphold equita-
ble and sustainable business prac-
tices, and ditch those that don’t
• Rethink your transportation
habits, favoring efficient cars,
public transit, and carbon-neutral
options like bicycles
• Stay abreast of global affairs and
study up on the historical forces
behind them
46
Richard’s
Reading List
15 enriching and inspiring titles, selected by the man himself
​​
One Hundred Summers
BY VA NES SA B RANSO N
Time Flies BY AL CL A R K
Tales of the Unexpected
BY ROALD DAH L
“Beloved children’s book
author Roald Dahl takes
adult readers on slightly
darker, more mischievous
adventures in this
collection of stories.
He tantalizes, amuses,
and sometimes terrifies
readers into a sense of
what lurks beneath the
ordinary.”
The Art of Pollination
BY MA RTIN FL ANAGA N
​​Originals
BY ADAM GRANT
“They boldly challenge
the status quo. They
persist against rejection.
They disrupt the world
with their revolutionary
ideas. Nonconformists
47 
have important lessons tomorrow while dealing Just Kids
to teach us, and Adam with the most difficult BY PAT T I SM I TH
Grant shares those here issues of today.” “Just Kids shows that
through riveting true beyond success and
stories.” Partnering fame, life is made richer
BY J E A N O E LWA N G by the people around
Masters of Scale “Great partnerships drive you, and it is always
BY R E ID H O F F M A N real change. This book better together.”
“Learning to think like by the founding CEO
an entrepreneur can and president of Virgin Mandela’s Way
help you solve problems Unite shows how to take BY RI C H A RD STEN GEL
and grow in all areas on some of the world’s
of your life.” biggest problems and Just Mercy
bring together all the BY BRYA N STEV EN SON
I Am a Girl From Africa right people in the room “Everyone should read
BY E LIZA B E T H to try and solve them.” this book—it will really
NYA M AYA RO make you think about
“This story is such an Net Positive capital punishment and
inspiring reminder of BY PAUL P O L M A N why it deserves no
our common humanity “Paul’s words won place in the world.”
and the power of me over with their
persistence.” relentless optimism The Dice Man
and sharp-eyed vision BY LUK E RH I NEHA RT
A Promised Land of a sustainable future, “I love the element
BY BA RAC K O BA M A where purpose-driven of chance, the sense
“A raw and gripping look companies put people of fun and adventure,
into his first term—an and the planet first.” and how Luke’s
intimate telling of how philosophy encourages
he strived to achieve The Leading Edge embracing risk.”
his goals for a better BY H O L LY RA N SO M
48
 What I’d love to suggest
is that you look at your
community—whether it’s
around your home, your
school, your college, your
business, whatever you’re
doing in life—and then
just see what needs doing.”
—RICHARD

49 
Credits
FOOTAGE FROM THE REBEL BILLIONAIRE
Courtesy FOX Entertainment

FOOTAGE FROM THIS IS YOUR LIFE

Courtesy Ralph Edwards Productions, TIYL Productions
& Fremantle

ADDITIONAL FOOTAGE
Courtesy Australian Broadcasting Corporation Library
Sales, LOLA Clips/ITV Archive, Screenocean/Reuters,
Sky News, Getty Images, BBC Broadcast Archive,
AP Archive, Kinolibrary, and Veritone/CBS News

VARIOUS IMAGES
Courtesy Alamy, AP Archive, Barry Plummer, BBC Broad-
cast Archive, Getty Images, John Walmsley, Nitrate Film
Ltd., Pond5, Shutterstock, Simon Heyworth, Spanx LLC,
Steve Barron, The CONUS Archive, and TimesLIVE Video

SPECIAL THANKS
B Team, Virgin Active Australia, Virgin Australia, Virgin
Atlantic, Virgin Galactic, Virgin Group Holdings Ltd.,
Virgin Hotels, Virgin Voyages, and Virgin Orbit