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How to Communicate as Effectively as Richard Branson’s Senior Team

Leaders need to have clarity of what it is that they want to achieve before they can communicate it properly and in bite-size pieces.

Hilda Lunderstedt

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One of the most common complaints of staff is that there is no communication in the company, yet the leaders say all they do is to explain and communicate. 

As I write this article, I am sitting on Richard Branson’s Necker Island, surrounded by business people from around the world, including the legendary man himself, Richard Branson.

So I decided to discuss the topic of communication with the General Manager of the world’s most famous private island, seeing that he also works for one of the most recognisable individuals and brands on the planet. When asked if they had a similar problem and any advice to share, his response was this; yes, indeed, communication is a challenge he admitted.

Related: Richard Branson on What Makes a True Entrepreneur

I cannot help myself to think that if a manager on an island in the Caribbean feels communication is a struggle, how much greater is this struggle be for companies in stressful cities where the pace of business is extreme.

Stop and talk

Speaking to the GM of Necker Island on what they do to improve communication, he shares that they often just stop themselves from what they are doing and especially in times when everyone is too busy and frenetic, they stop more often to discuss matters. He makes it a priority in exceedingly busy and stressful periods, to just stop and talk.

All staff come to a halt and regroup to ensure they are still focussed on the big picture and the vision, this ensures that staff do not get wrapped up in the busyness and forget what they really have to do in the business.

This is the opposite of what many businesses do; when there are crazy busy periods and times of major crises, little or no communication happens as everyone is so busy putting out fires or trying and get the “to do lists” done.

In the long-run, not stopping to communicate becomes counterproductive.

All eyes on the Leader

If the leader focuses on the big picture and doesn’t get caught up in stress-drama, the staff quickly follows suit. He uses the example of the year the main house on the island caught fire.

The fire blazed for about a week and while they were still attempting to extinguish the fire, Richard phoned to ask when the architect would be there. While at first it sounded crazy to get the architect out before the crises was even over; but it immediately gave everyone something else to focus on and got them through a terrible experience and into seeing the future.

The culture you as the business leader create in your organisation will dictate the communication strategy and how it will be carried out. Your DNA must be felt throughout your organisation by means of clear delegation to what the expected outcome is.  Richard Branson believes in employing the best people and then leaves them to create something extraordinary.

Breaking it down

The business owner must understand the long-term picture and the steps how it will be achieved and break his plan down into annual and quarterly plans. The trick here is to filter the right amount of information and delegation to the appropriate levels of staff in the organisation.

Each person should have sufficient information to be able to perform effectively and not get overwhelmed with the leader’s big picture.

In many start-ups or smaller companies, there is not enough detail in what is expected and not even the leader has a clear plan of what he or she wants to achieve. It creates great confusion when the message communicated to staff varies often and leads to uncertainty as to what it is they are working towards.

Related: Richard Branson on How to Delegate Control of Your Finances

Stay focussed

As with Richard Branson and his senior team, do not tolerate drama or anything that will distract the company to achieve the ultimate goal. It is the drama (or politics) in many companies, more than the communication issues that more often creates the problem and derails plans and strategies.

I believe if people know they are building something extraordinary, they will figure it out for themselves and their leader will keep them on track to achieve the bigger goal.

So this is what I learned from Richard and his manager:

  • In all of his businesses his first rule is to find the best person to run that business. No compromises. He hand selects each CEO personally to ensure it is the person that will be able to achieve the desired results.
  • He shares his vision and ensures the person is capable of the task at hand.
  • He then leaves it up to the designated person to achieve what needs to be achieved.
  • They are given the space and opportunity to shine.
  • Mistakes that are made are addressed and fixed by the individual whom the task was delegated to.

As one of the selected few South African female entrepreneurs who achieved phenomenal success in starting, growing and selling a 9-figure company in less than 10 years, Hilda is excited about businesses who will make a huge difference to the world and improve the planet, in the future.

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Leading

What A Grade 1 Sticker Business Taught Me About Business

It’s the very fundamentals that are frequently overlooked amid ambition and “blue sky thinking” – yet, these remain the most crucial element of any business.

Grant Field

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When I was a kid, my father believed that instead of getting pocket money, my brothers and I should learn how to make money. Stickers were the school craze when I was in Grade 1, and we wanted a collection for ourselves, so Dad said if we wanted to buy the stickers, we needed to make the money. So, logically, we started a sticker trading business. Dad gave us the start-up money and took us through the basics of business.

We had a cash float for purchases, and learnt about cost price, mark-up and selling price – very basic accounting. We kept recycling that money, making extra and using it to buy more stickers. Then we worked out that if we increased the mark-up, we’d make a bigger profit – so why not make the mark-up as big as possible? The obvious happened. Our prices were too high, and we lost customers.

Valuable business lesson learnt, we came back down to a mark-up that other kids were willing to pay for.

More lessons to learn

Then people came to us and asked if they could take a sticker today and pay us tomorrow. We saw no reason not to trust them. Guess what? They didn’t pay us back. We had bad debt on our hands. When we sold out of stickers, we had cash-flow issues and couldn’t buy more stock. Dad was there to help us out, though, so we received another capital injection to get back off the ground. And this time, if we did extend credit, we loaded it for the privilege of “buy now, pay later” – another lesson learnt.

We ran a proper ledger for the business, tracking our inventory, sales and profit. Even if our “bank” account was a piggy bank, we had a clear record of what was going on. When I look back on it, none of what I learnt was irrelevant.

Today, I run a leading financial services company with billions of rand running through our bank accounts. Even though the finances of the business are run on a much larger scale, the principles of business – those basic principles that we learnt trading stickers – still power our company. And when I see entrepreneurial ventures failing, or when friends come to me for advice because their business is struggling, it’s almost always because they haven’t got these basics right.

Related: Successful SA Entreps Share Their Most Valuable Business Advice Ever Received

Clarity

One of the most important lessons I’ve learnt is that if you don’t fully understand how the money is being made, walk away. Whether you are dealing with stickers or financial services, the business principles should be straightforward: money coming in, money going out, and profitability.

Every day, I look at an Excel statement of my company’s forty bank accounts. Every day, I look at the cashflow, and unusual big-ticket items get a note so I know what’s going on. It’s just like that Grade 1 business, only on a bigger scale.

Entrepreneur, thwarted

Once the other kids saw the success of our sticker business, they started to want to get in on the action, so they came to market with their own competing products. At first, we were able to innovate as the competition squeezed our margins and started to impact on our profits. Eventually, the whole situation got completely out of hand and the school banned sticker trading for profit.

While I didn’t become a sticker magnate, the lessons I learnt in Grade 1 remain central to every business I am involved with – get the basics right.

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Leading

How To Handle A Director Who Always Says No

Diverse opinions on a board is a good thing — but is it boosting your business, or hindering growth and decisions?

Carl Bates

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Do you have that director on your board who always says ‘no’? Regardless of what the issue is, regardless of the context, who raises it or whether or not it is indeed a good idea, their response is either a simple ‘no’ or an elongated perspective on why they disagree? It can even feel at times that they are actively working against the company and against the board. Although they obviously do not see it that way.

Experienced directors will have multiple war stories related to this subject. Aspiring directors should be aware of how to approach these situations when they arise and how to avoid becoming the subject of such stories.

Develop a culture of trust, candour and professionalism

A board’s conduct must be characterised by trust, respect, candour, professionalism, accountability, diligence and commitment. It is the board’s collective responsibility to build this culture and to engage with one another in a productive and effective way.

Dissent should be welcomed when it is constructive and engaging. The idea of being the ‘devil’s advocate’ for the sake of it however, is not the best way to approach this. Dissent should be based on a real belief that the issue has not been fully debated or creates a real challenge for the company going forward.

If you have a director who genuinely believes a different path is right for the company, hear them out and engage in the discussion. In my experience, this often opens up an issue or changes a detail that when taken as part of the whole, improves the decision-making outcome for the board and the company.

Related: Contributing In The Boardroom

Remove the politics from the boardroom

At the heart of this issue is often politics. Politics between directors, who are also shareholders or executives. Politics between the ‘new guard’ and the ‘old.’ Regardless of the genesis, politics really do not have a place in the boardroom and directors who engage in it should be called out by the chairman or another senior director.

In local government I have heard stories of councillors who always vote ‘no,’ so that whenever something goes wrong, they can say “I told you so,” and show the public why they should be re-elected. But that is indeed politics. The boardroom is a very different space. It is private and discussions should be confidential.

Board rotation, a simple solution

While the removal of an errant director should never just be left to resolve itself, there is a simple solution that can support the easy removal of the most difficult directors. The challenge is that it requires forward planning prior to the appointment of any new director.

Directors should only ever be appointed for a predefined term, with automatic rotation at the end of that term. This does not stop you from reappointing a director for a further period. It is, however, always easier to ask someone to consider a further term than it is to tell them that their time has come and they should resign from the board.

Having a predefined term for a director essentially ensures an automatic resignation period. A simple rotation policy for directors is not just good governance, it is a practical step you can take to provide a way out of a sticky relationship.

Ultimately the board as a whole must address issues that detract from the board fulfilling its function as and when they arise. A rotation policy might provide an effective backstop. A high-performance board is one that will tackle the issue head-on.

Read next: How Diversity Drives Board Performance

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Leading

The Power Pose: Using Body Language To Lead

Use the way you move and stand and interact with others to become a better entrepreneur and leader.

Howard Feldman

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In 2012, the power pose became a global sensation. A Ted Talk by Amy Cuddy hit a staggering 46 million views and became the second most popular Ted Talk in history. The premise was simple – hold a powerful pose and it will not only affect the way you behave but it will even change your body chemistry. Since the talk, the power pose has met with heavy criticism and been labelled as nothing more than pseudoscience. Fortunately for believers, they were proven right. Amy Cuddy released further research this year and it fundamentally proves that this bold stance works exactly how she said it did back in 2012.

The power pose isn’t something that you’d adopt in a meeting or around the office but the science behind it shows how important it is to pay attention to your body language as it can fundamentally change how you are perceived.

Notice how you are noticed

People spend a lot of time reading one another’s body language and the way a person stands or holds their hands or moves can influence how others see them. It’s very natural to judge someone else’s posture, but what about the way they are judging yours? Few people look at how their body language is affecting the way people engage with them.

Related: [Quiz] How Good Are You At Reading Others In Business?

So, what are you supposed to do?

Fake it until you make it

Want to know how can you adapt to become a better leader? You can fake it.

The power pose isn’t the only way to change your mood. Research has shown that whether you laugh naturally or put on a smile and make yourself laugh, your body still releases the same levels of serotonin.

Whether you are really laughing or just pretending to laugh doesn’t matter – they both have the same impact on your demeanour.

Change how others see you

Think about the pose that every athlete adopts when they win a race or achieve something that’s been physically taxing. They hold their hands outstretched in the air. Even blind athletes hold the same pose. It’s big, it’s bold and it’s a physical manifestation of success.

Now consider the defensive pose. The tight hunched shoulders or inward curve of the spine. These poses immediately make a person look nervous, afraid and lacking in confidence. Like the porcupine curling in on itself for protection.

The same ideas apply to daily business life. While the power pose and the athlete pose are not necessarily a team activity, ensuring that you hold your body upright and with confidence means that you’re conveying an attitude of strength. You come across as confident and capable and positive. You are ready to take on anything and overcome the odds.

By contrast, if you are hunched and withdrawn, you come across as nervous and lacking in confidence and these are not the qualities you want associated with you as an entrepreneur and a leader.

Related: (Slideshow) 5 TED Talks That May Change Your Perspective on Life

Body language for entrepreneurs

  • Shake hands like a hero. The way you shake hands with someone is very significant in terms of establishing equality. Be even, be firm but don’t pull people towards you or turn their hands under your own. This makes them feel like you are trying to establish dominance.
  • Create an atmosphere of openness. Maintain eye contact, say hello to people with warmth while holding a strong posture. A warm and open greeting is essential to establishing trust.
  • Do the power pose for two minutes before any meeting or interview. This will get those chemicals stirring and make you feel confident and in charge.

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