Richard Branson Quotes

Innovation is so hard and so frustrating; it takes the intersections of people with courage, vision, and resources.

Organizations that can diminish fear are those that are able to motivate, create, and innovate.

Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.

If you tell people where to go, but not how to get there, you'll be amazed at the results.

Don't tell people how to do things, tell them what to do and let them surprise you with their results.

Innovation has nothing to do with how many R & D dollars you have. When Apple came up with the Mac, IBM was spending at least 100 times more on R & D. It's not about money. It's about the people you have, how you're led, and how much you get it.

It's not the number of trucks parked outside that make a movie interesting but if you have more money, you have more time. More time enables you to try out other possibilities or follow an interesting lead. I don't like indulgence, but to have more possibilities is always more interesting.

In terms of leadership, you've got to allow for people to be amazing and to contribute in a way that's meaningful. You can't hold on so tight that people don't get a chance to do what they do best.

When you come across real talent, it is sometimes worth allowing them to create the structure in which they choose to labor. In nine cases out of ten, by inviting them to take responsibility and control for a new venture, you will motivate them to do great things.

It's empowering to be asked to look at what's possible, not told how to do it.

Business is about people. It's about passion. It's about bold ideas, bold small ideas or bold large ideas.

The spirit of jazz is the spirit of openness.

We allow people to be creative. We set a direction, we set the vision, we set the strategy, but within that framework, we allow our people to be as creative as they want to be.

First, make yourself a reputation for being a creative genius. Second, surround yourself with partners who are better than you are. Third, leave them to go get on with it.

Necessity may be the mother of invention, but play is certainly the father.

I enjoy being given a certain amount of freedom in order to interpret or to come up with stuff, but I do enjoy collaboration. I seek and thrive on projects where I am going to learn from the people I'm working with.

Our job as leaders is to find those innovators and release their mojo - lean startup-style - to serve the American people better.

To create an organization that's adaptable and innovative, people need the freedom to challenge precedent, to 'waste' time, to go outside of channels, to experiment, to take risks and to follow their passions.

Ultimately, the reason privacy is so vital is it's the realm in which we can do all the things that are valuable as human beings. It's the place that uniquely enables us to explore limits, to test boundaries, to engage in novel and creative ways of thinking and being.

If you want creative workers, give them enough time to play.

I want to feel like I'm doing something creative and trying different things, putting different hats on and playing. I don't know what's the point otherwise; otherwise, it's just a job. You punch a time clock.

It's not a faith in technology. It's faith in people.

What I learned with tech companies is I gotta give people room to experiment, and also to make what might later on be a mistake. This is the attitude I want to build within San Francisco - give some time to the tech community.

I'm a curious person. I like to ask questions. Well, why? People would say, it's never been done. It's never been done does not mean that it can't be done.

What I learned at LucasArts was, you don't make your bets on ideas: ideas are cheap. You make your bets on people.