Losing My Virginity

Throughout the entire dirty-tricks episode I had been accused of being ‘naive’:  naive to believe that British Airways could behave in such a manner, naive to think that British Airways would ever stop behaving in such a manner, naive to believe that I would ever be able to bring Bristish Airways to court, naive to think for a moment that I could win a court case.  The word ‘naive’ echoed round and round in my head and at some points had almost undermined my resolve to go on.  Sir Michael Angus told Sir Colin Southgate that I was naive to take on British Airways ‘as if it was a Boy’s Own story’;  Jeannie Davis told my parents that ‘Ricky should learn to take the rough with the smooth’;  and even people like Sir John Egan of BAA told me ‘not to shake the money tree’.  Perhaps I was naive in fighting for the justice I wanted;  or perhaps I was just plain stubborn.  But I knew that British Airways’ activities were unlawful and I wanted compensation.  I was determined to make all those people who had dismissed my stance as ‘naive’ eat their words.
Sir Richard Branson
Losing My Virginity 

Lest you’re reeling with horror at the propect of some intimate and personal revelations, let me tell you from the off that I have been reading Sir Richard Branson’s autobiography.  The revelations are his, rather than mine.

Over the years, I have conducted many, many interviews of leaders at senior levels in organisations – for research purposes, to assess people for jobs – and reading Branson’s autobiography reminds me of these interviews.  Why?  Because it’s been my experience that when I interview (or read an interview by a colleague) with someone who is outstanding in what they do, my heart gladdens and some of the individual’s magic rubs off on me.  That’s what I experienced in reading Losing My Virginity.

Branson demonstrates many of the attributes – the competencies – of the successful entrepreneurial leader.  This should come as no surprise, for that’s just what he is.  One passage in the book stood out for me, in which Branson highlights the response of many people around him as he became aware that British Airways were undertaking a whole series of actions to undermine Virgin Airways and took action to bring this “dirty tricks campaign” to a halt.

With the benefit of hindsight and a legal victory in the bag, it’s easy to imagine that Branson’s decisions – the actions he took to invite BA to cease their campaign, his decision, David and Goliath style, to take them to court – were without risk.  Reading Losing My Virginity, however, it’s abundantly clear that this was not true.  Branson showed confidence and conviction in the face of higher and higher levels of risk to his business.  It is also interesting to note that he was driven not only by business imperatives but also by his strong values and on behalf of all the airlines who had also suffered at the hands of this particular Goliath and lost.  Along the way, Branson sought the counsel of some and received the unsolicited counsel of others but in the end, he knew he had to make the best decision he could and live with the consequences. 

The passage at the beginning of this posting captures this for me.  I wonder, what do you notice when you read it?  And when have you acted in line with your values, even when the risks were high?

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