One of the fun­da­men­tals of reshap­ing your mind­set for wealth is real­iz­ing that you should not be jeal­ous of suc­cess and wealth, but rather emu­late and respect it.

Of course, I’m not talk­ing about cor­rupt gov­ern­ment offi­cials, but of suc­cess­ful entre­pre­neurs and busi­ness people.

Out of all the pros­per­ous peo­ple out there, Richard Bran­son has got to be one of the most inter­est­ing, wealthy, and happy.

So here’s a great arti­cle on him that focuses on what makes him shine above the rest of the entre­pre­neurs and busi­ness peo­ple. What is it that has made him so suc­cess­ful? It comes down to two things: com­mu­ni­ca­tion and atten­tion to detail.

Read the arti­cle below for inspi­ra­tion and motivation.

(source)

Richard Branson’s Spe­cial Deliv­ery: Details and Com­mu­ni­ca­tion Make the Difference

by Michelle Rogers

Pio­neer. Mav­er­ick. Inno­va­tor. These are words you could throw at Richard Bran­son and they would stick. He’s our intre­pid rebel bil­lion­aire. When you think ‘Richard Bran­son’, you think hot air bal­loon­ing in Africa; you think com­pany launches replete with bikini-clad mod­els; you think man­age­ment by phone from Necker Island. You don’t think ‘com­mu­ni­ca­tion’, and you cer­tainly don’t think ‘details’. But, as he explains in his lat­est book Busi­ness Stripped Bare, when you’re talk­ing about deliv­ery – exe­cut­ing in your busi­ness – it all comes down to details and communication.

All About the Details

Accord­ing to Bran­son, “it’s the atten­tion to detail that really defines great busi­ness deliv­ery.” It’s that sim­ple. He advises every com­pany owner or man­ager to travel with a note­book to jot down things that need doing. It doesn’t mat­ter what you’re doing – whether you’re lis­ten­ing to staff or cus­tomers, inspect­ing your prod­uct, or even just wan­der­ing through your office – it all needs to be cap­tured in the note­book. Or else you’ll for­get it.

For exam­ple, when Bran­son was on Vir­gin Atlantic’s inau­gural flight to Japan he made a point of pay­ing par­tic­u­lar atten­tion to cul­tural dif­fer­ences and the Japan­ese sense of respect and for­mal­ity, as his note­book entry demonstrates:

“Need slip­pers in Upper Class, not socks. Need Japan­ese beers. Only one kind of news­pa­per from Lon­don: Eng­lish. Need Japan­ese too. Japan­ese tea from Lon­don, not good. Japan­ese food from Lon­don. Tastes good but must be bet­ter pre­sented. Looks like fish and chips. Saucers for Japan­ese teacups.”

Now, many lead­ers would balk at this micro-level focus, but Bran­son believes it’s imper­a­tive if you want to deliver the best to your cus­tomers (again and again). And the Vir­gin brand con­tin­ues to do this bet­ter than almost every com­pany in the world. It’s Branson’s near con­stant prac­tice of putting him­self in the shoes of his cus­tomer that gives Vir­gin the edge.

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