Richard Branson explains his 4 rules for making difficult decisions

In the summer of 2012, the British government informed Virgin Trains that it had lost the bid to retain the operating rights to the UK's West Coast rail franchise. Virgin Trains had been running the £7 billion ($10.9 billion) franchise for 15 years, expanding the line and growing its annual passenger numbers from 13 million to 30 million.

Richard Branson, chairman of Virgin Train's parent company the Virgin Group, writes in his book "The Virgin Way" that he was "stunned and baffled" that he could have lost the bid to the company FirstGroup.

He decided to stay quiet for awhile, meeting with lawyers and advisors to see if Virgin had actually been beaten fairly. Everyone he spoke with seemed to conclude that FirstGroup's numbers were unsustainable, meaning the British government had made a mistake in calculations. Regardless, many of his senior team told Branson that he'd only be wasting his time and hurting his image with a lawsuit. But, after carefully weighing the facts, he decided to move forward with it.

A week before he was scheduled to meet the Department for Transport in the UK's high court, Branson got a phone call from the department's secretary. The secretary told him that on further review, the department had indeed made grave miscalculations and Virgin had offered the better deal.

Branson considers his decision to sue the government, which ultimately saved his rail business, to be one of the best high-stakes decisions he's ever made. In his book he highlights four rules that he's used to make tough decisions like this one throughout his business career, and we've described them below.