Richard Branson Quotes

When you're building a business or joining a company, you have to be transparent; you can't have two sets of information for two sets of people.

I work in a strange business, and 'trust' is a word that's not even in the vocabulary.

We follow highest level of corporate governance, which is in line with a global company like ours.

Engagement and integrity are the two most fundamental aspects of building trust; lead from the front by evolving your company strategy, then live your values every day.

With me, I'm going to have a label where no one is ever cheated, ever.

Transparency is so important in business.

I learned to go into business only with people whom I like, trust, and admire.

A lot of people think if you just had more process and more compliance -- checks and doublechecks and so forth -- you could create a better result in the world. Well, Berkshire has had practically no process. We had hardly any internal auditing until they forced it on us. We just try to operate in a seamless web of deserved trust and be careful whom we trust.

That is all you can ask, for a manager to be honest and tell you how things are.

How the hell can I ask people who work for me to travel cheaply if I travel in luxury? It's a question of good leadership.

People need to understand: Businesses are going to make mistakes. They shouldn't be shot and hung every time.

As a former U.S. attorney, I would only align myself with a first-class organization. World Patent Marketing goes beyond making statements about doing business 'ethically' and translates them into action.

My action against corruption has been well acclaimed by the people of Orissa.

It's hard to find good business partners and people who do good business the right way.

It matters to people that the president tell them the truth.

But ultimately, at the end of the day, people want leaders who they respect and who they believe in and who can get things done.

You never want to lie to your customers.

Our projects are transparent and speedy. We act what we say.

Something as simple as transparency is really scalable because it quickly impacts the culture. And the culture is something everyone feels. If upper management is really transparent with everyone, that has this amplifying effect. Then you tend to attract players who operate that way, on the same wavelength, and coaches and fans.

People who have nothing to hide, hide nothing. You should be an open book, be transparent.

I am very comfortable saying what I believe I can do, being very specific about how we will do it, how we will pay for it, and having people know that I want them to hold me accountable.

People are always asking, "Is this person in front of me the same on the inside as he or she appears to be on the outside? Is there congruence between what's within that person and the words and actions I'm viewing and hearing externally?" Children ask that about their parents; students ask it about their teachers; parishioners ask it about their pastors and priests; employees ask it about their bosses; and in a democracy, citizens ask it about their political leaders.

When I think of people I am close to, I genuinely feel that I can include Josh Lyman, Toby Ziegler, C.J. Cregg and Sam Seaborn.

We'll see if [Donald Trump] really means it though; he will get a chance to deliver on that promise. And if he doesn't, we'll make sure the people know about it.

... the truth is that when your people don't tell you what you need to know, it's a failure of leadership.