028: Breaking the Mold

As startup founders, we are often told to make decisions based on data, market research, and analytics. But is that always the best way to make decisions?

Let me tell you a story about Richard Branson and how his intuition helped him make a million-dollar decision.

The year was 1992. Richard Branson was the founder and CEO of Virgin Atlantic, a struggling airline company that was facing a tough battle against its larger and more established competitors.

In an effort to gain an edge, Branson decided to play a little game of strategy and subterfuge.

Branson had heard that British Airways, Virgin Atlantic's biggest rival, was planning to launch a new airline called "Go" that would directly compete with Virgin on its home turf. Branson saw this as a direct challenge to his leadership and an opportunity to strike a blow against his nemesis.

So, Branson came up with a plan. He had his assistants call up British Airways under a fake name and pretends to be interested in booking a flight on their new airline, Go. They then went on to ask all sorts of detailed questions about the airline's pricing, flight routes, and schedules.

Unbeknownst to British Airways, Branson's assistants were secretly recording the entire conversation, gathering valuable intelligence on their rival's plans.

Branson then used this information to undercut British Airways on pricing and launch his own low-cost airline, Virgin Express, which quickly became a hit.

British Airways was furious when they found out about Branson's "dirty trick" and even sued him for damages, but the damage was already done. Branson had successfully outmanoeuvred his rival and cemented his position as a savvy and resourceful leader in the airline industry.

The lesson here is clear: in the world of business, you can't always play by the rules if you want to come out on top. Sometimes, a little bit of deception and subterfuge can be the key to gaining a strategic advantage over your competitors.

It's all about using your wits and your cunning to stay one step ahead of the game.

Now, what can we learn from this story?

Decision-making is not always about data and research. Sometimes, it's important to trust your gut feeling and take a calculated risk

The keystone habit that I suggest for you is to develop a habit of taking calculated risks

To take calculated risks, you must first have the courage to face the fear of failure. The fear of failure can paralyze even the most brilliant minds, but you can overcome it by taking small risks every day.

Here's a simple exercise: every day, take a small risk that makes you uncomfortable.

It could be something as simple as speaking up in a meeting or making a cold call. By doing this every day, you'll start to build up your risk-taking muscle and become more comfortable with taking calculated risks.

Remember, the greatest risks often lead to the greatest rewards. Don't let fear hold you back from achieving your full potential. Embrace the fear, take calculated risks, and watch your business soar.

Go, do some 1 thing that makes you uncomfortable & do it for 100 days!!!!!

I can guarantee you that you will come out with a different outlook on Risk by the end of it!

Closing Thoughts

Leadership is not just about making decisions, it's also about having the courage to stick to those decisions in the face of criticism and doubt.

Richard Branson's story shows us that a true leader is someone who is willing to take risks, be innovative, and have the resilience to weather any storm that comes their way.

Remember, decision-making is not always easy, but with the right mindset and habits, we can overcome any obstacle and lead our startups to success.

So, let's embrace the challenges that come with leadership, and be the kind of leaders that inspire and motivate our teams to be the best they can be

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