The Virgin Way

Branson’s most focused book on leadership makes an unusual case: that listening, not commanding, is the core skill, and that he built Virgin by delegating relentlessly and treating employees better than customers. He credits his dyslexia and lack of formal training for forcing him to lead through people rather than spreadsheets. Full of stories from decades of running companies, it argues that fun, kindness, and genuine attention are competitive advantages, not soft distractions.