理查德?布蘭森非常幸運。如今，這位維珍集團（Virgin Group）的創(chuàng)始人到處環(huán)游世界，在他名下的無數房產和酒店物業(yè)中，管理著數十億美元的商業(yè)帝國。

本周二，在紐約市舉行的翠貝卡電影節(jié)（Tribeca Film Festival）的“想象日”上，布蘭森在臺上說道：“我一直很幸運。”

這一點毋庸置疑。但好運不會從天而降。布蘭森將自己商業(yè)上的成功歸功于天生的“管它呢，我們干吧！”這樣的態(tài)度，他曾表示：“我最害怕的是對某件事情說‘不’?！钡珒H靠無畏不可能打造出一個全球品牌。

多數人都能夠承擔風險。而布蘭森之所以成為創(chuàng)業(yè)領域的典型代表，是因為他能不斷嘗試，并且不論成功還是失敗，他都能從這些經歷中總結出經驗教訓，用于下一次冒險。

到目前為止，他的創(chuàng)業(yè)源動力來自哪里？他說道：“我在很早的時候就知道，商業(yè)很簡單，就是想出一個點子，讓人們的生活變得更好。有些最優(yōu)秀的公司之所以誕生，正是因為創(chuàng)業(yè)者最初對其他人對待自己的方式感到不滿?！北娝苤?，1984年，布蘭森一時興起創(chuàng)立了維珍大西洋航空公司（Virgin Atlantic）。當時英國航空公司（British Airways）取消了布蘭森飛往英屬維爾京群島的航班，于是他自己租了一架飛機，載著同樣不滿的乘客飛往目的地。他說道：“后面的故事大家都知道了?！?/p>

布蘭森主要談到了對生活和職業(yè)的一些感悟，不過他也分享了自己所收獲的一些具體的經驗。他認為創(chuàng)業(yè)者和商界領袖應該做到下面幾件事，并闡述了他的理由：

旅行。布蘭森表示，特別是對于年輕創(chuàng)業(yè)者來說，訪問其他國家和體驗不同的生活方式非常重要?！叭タ纯捶▏诎l(fā)生什么，再去看看英國，看看中國?！奔词箾]有其他收獲，接觸到解決日常問題的不同策略，也可能給創(chuàng)業(yè)者帶來靈感和啟發(fā)?！叭绻阕约合氩怀龊玫狞c子，你會發(fā)現(xiàn)在別處還有其他好點子。”

記筆記。史蒂夫?喬布斯的遺產，令一種利用弱點的領導方式大行其道，但布蘭森卻采取了相反的領導方式。他認為，為了“最大程度挖掘出人們的潛力”，領導者要“表揚而不是批評”。同樣，他眼中的領導力基于多聽少說的能力。

而在實踐中，這意味著記筆記。因為，至少在這方面，布蘭森是一位現(xiàn)實主義者：“如果你不將事情落在紙面上，你如何能記住別人告訴你的話？恐怕連一半也記不住。”

內部招聘。從外部聘用公司首席執(zhí)行官，確實有一些好處，這是不可否認的。外部聘用的人選可以帶來新鮮的視角，可以推動必要的改革，這也解釋了為什么越來越多的大型上市公司正在采取這種做法。

但布蘭森卻在盡量避免這樣做。他說道：“我們很少從外部招聘。”從公司現(xiàn)有的人才庫中進行挑選，確實可能讓你錯過某些選擇，但這樣做也意味著你永遠不會招聘到有著未能預見的明顯缺陷的人?；蛟S更重要的是，從內部招聘可以鼓舞士氣。

“如果你從內部招聘，整個公司都會感到高興；因為這意味著他們未來也有機會進入公司的高層?！?/p>

允許員工在家里辦公。2013年，雅虎（Yahoo）取消在家辦公政策引起了廣泛爭議，雅虎的理由是要求員工每天到公司工作，可以提高生產效率和員工敬業(yè)度。雖然這一策略的優(yōu)劣仍在爭論當中，但有一件事是可以肯定的：在這個問題上，布蘭森的立場與雅虎截然相反。

除了現(xiàn)有的在家辦公政策之外，2014年，維珍集團又頒布了無限制休假政策。這些政策的目的是提供“充分的靈活性”，尤其是為初為父母的員工。

對于靈活的上班時間的重要性，布蘭森有著切身體會。在他的職業(yè)生涯當中，他的政策一直都是盡可能在家辦公（或者更準確的說，是在各地的家里辦公）。通過在家辦公，“我親眼見證了我的孩子們從在我腳邊爬來爬去，到長大成人?！彼浺贿呴_會一邊給孩子換尿布，他也希望員工有足夠的自由像他一樣。（財富中文網）

譯者：劉進龍/汪皓

Richard Branson leads a charmed life. Today, the founder of the Virgin Group travels the globe, running his multibillion-dollar empire from his numerous homes and hotel properties.

“I’ve been fortunate,” Branson said onstage Tuesdayat the Tribeca Film Festival’s Imagination Day inNew York City.

Undeniably. But this good fortune didn’t happen by accident. While Branson credits his business success to an innate “screw it, let’s do it” attitude — “my greatest fear,” he said, “is saying ‘no’ to something” — recklessness alone doesn’t build a global brand.

Most people can take risks. What’s made Branson the bonafide face of entrepreneurship is the ability to try something and, whether it’s a success (as with Virgin Atlantic and Virgin Records) or failure (Virgin Cola), dissect the experience for lessons to use in his next venture.

Thethrough line so far? “I learned very early on in life that business is simply coming up with an idea that makes other people’s lives better,” he said. “Some of the best businesses come out of initial frustration with the way other people are dealing with you.” Virgin Atlantic was famously born on a whim back in 1984. When British Airways cancelled Branson’s flight to the British Virgin Islands, he rented a plane to fly there himself, filling it up with fellow disgruntled passengers. “The rest,” he said, “is history.”

While Branson dedicated most of his conversation to general reflections on life and career, he also shared a few concrete pointers he’s picked up along the way. Here’s his case for why entrepreneurs and business leaders should:

Travel. Particularly for young entrepreneurs, it’s important to visit other countries and experience other ways of life, Branson said. “See what’s happening in France, see what’s happening in England, see what’s happening in China.” If nothing else, the exposure to different strategies to everyday problems may get the creative juices flowing. “If you can’t come up with a great idea yourself, you’ll find there are other great ideas out there.”

Take notes. Steve Jobs’ legacy may have popularized a style of leadership based on the manipulation of weaknesses, but Branson takes the opposite approach. For him, a leader is someone “who will praise and not criticize” in order to “draw out the best in people.” Along the same lines, his version of leadership is based on the ability listen more than they talk.

On a practical level, this means taking notes. Because in this regard at least, Branson is a realist: “If you don’t write things down, how are you going to remember half the things the person told you?”

Hire from within. There are undeniable benefits to hiring an outside candidate as chief executive of a company. An external hire often comes with fresh perspectives and the ability to drive needed change, which helps explain why the practice at large public companies is on the rise.

Still, Branson tries to avoid it whenever possible. “We don’t often go outside,” he says. Yes, selecting from a company’s existing talent pool means that some boxes remain unchecked, but it also means you’re never exposed to a candidate with glaring, unforeseen weaknesses. Perhaps more importantly, it’s a morale play.

“The whole company will be pleased that you employ from within; they all have the chance to one day get the top job.”

Let employees work from home. When Yahoo controversially scrapped its work from home policy in 2013, it argued that requiring employees to come into the office each day would boost productivity and engagement. While the merits of this strategy are still up for debate, one thing is clear: Branson is on the opposite side of the issue.

On top of its existing work from home policy, in 2014 the Virgin Group adopted an unlimited leave policy. The overall aim is to provide “l(fā)ots and lots of flexibility,” particularly for new parents.

Branson knows the importance of flexible schedules firsthand. Throughout his career, his policy has been to work from home — or homes, more accurately — whenever possible. By doing so, “the kids have literally grown up crawling at my feet.” He’s taken meetings while changing a nappy, and wants his employees to have the freedom to do the same.