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In this episode of The Leader Show, host Lou Carter welcomes Jim Denning, CEO of LHi Group, a recruitment firm. Jim shares insights on the firm’s dedication to being a “good human” workplace and hiring those who resonate with their values.
He discusses his philosophy of supporting the “younger you” and “future you,” fostering a nurturing environment for employees, especially at the start of their careers. Jim also highlights the impact of LHi Group being employee-owned in preserving its culture during growth.
Hey everyone! Welcome back to The Leader Show with Lou Carter. Today, we are joined by Jim Denning, CEO of LHi Group, a leading global recruitment firm that provides a comprehensive suite of services, including permanent, contract, and executive search recruitment. It also offers specialized talent management and consulting services to meet diverse client needs.
Jim began his career at Huntress Group in 2006 and joined LHi, then known as Warren’s Harvey, in 2014. He became CEO in 2020 after a stint in the U.S. and is credited with leading LHi Group through the pandemic with a people-first strategy that avoided layoffs.
So, with that said, let’s find out what makes LHi Group a Most Loved Workplace®.
Jim sets the tone for the conversation by discussing his leadership philosophies, “Younger You” and “Future You.” He explores how his experiences in the U.K., E.U., and the U.S. have shaped his business strategies. He also touches on LHi’s growth, emphasizing its commitment to maintaining its core identity despite rapid expansion.
LHi operates globally with eight offices and has experienced significant growth, especially in the last decade. Jim stresses the importance of preserving the company’s unique culture and identity as it continues to expand.
Next, Lou and Jim discuss the importance of maintaining company culture amid growth, particularly focusing on the concept of “stardust,” which Jim describes as LHi Group’s unique identity and ethos.
Jim highlights that this stardust is fragile and can easily dissipate during expansion, especially when encountering cultural differences in new markets. According to Jim, the key to preserving this essence is having clear communication of the company’s identity and values by leadership at every opportunity.
Jim also touches on the recruitment strategies at LHi, highlighting the importance of hiring “good humans” who align with the company’s values. This commitment to ethical and compatible hiring practices is crucial for sustaining the company’s culture and ensuring that all employees represent the brand authentically.
Jim admits that perfecting the hiring process is challenging, but he stresses the importance of transparency and testing for competencies during interviews to avoid hiring based on assumptions. He advocates for ensuring that all employees are fundamentally good people, as the individuals within the company define its success and atmosphere.
Moving on, Jim elaborates on his leadership philosophies, particularly focusing on the concepts of “Younger You” and “Future You.” These ideas revolve around fostering a supportive and developmental environment within LHi Group, especially during rapid growth and cultural shifts.
Jim explains that the “Younger You” philosophy was inspired by the New Zealand rugby team’s ethos of leaving the jersey in a better place than they found it. He relates this to recruitment by emphasizing the importance of remembering one’s early struggles and ensuring that new hires are better supported than past recruits.
It involves recognizing the difficulties inherent in recruitment and deliberately creating an environment where new hires can thrive despite these challenges. Leaders at LHi are encouraged to view new hires as a younger version of themselves, focusing on empathy and support to foster growth.
Jim also discusses how this philosophy extends beyond professional development to personal care, ensuring that the work environment is welcoming and supportive, akin to what one would want for one’s own child. This approach not only helps nurture talent but also maintains a healthy and vibrant company culture that can handle the challenges of scaling and expanding into new markets.
Jim continues to elaborate on his “Younger You” philosophies and introduces “Future You.” He highlights the importance of nurturing employees within the youthful demographic of LHi Group’s workforce, much like nurturing one’s own child. He highlights that all LHi office leaders have been promoted internally, highlighting a culture of growth and trust in those shaped by the company’s values.
Jim then transitions to discuss “Future You,” which focuses on enabling employees to pursue the person they aspire to be. This philosophy is integral in an employee-owned business like LHi, where employees who have been with the company for over a year gain a stake in it, fostering a sense of ownership.
Jim mentions how this structure aligns personal and professional goals, ensuring employees engage in meaningful work that supports their dreams, even if it leads them beyond LHi. “Future You” encourages leaders to actively engage with their team members about their aspirations and supports them in progressing towards these goals within and potentially beyond the company.
It motivates employees and aligns their success with the company’s, enhancing overall performance and satisfaction. Jim’s leadership ensures that LHi remains a company where individuals feel valued and supported in pursuing both their current roles and future aspirations.
As the conversation draws to a close, Jim addresses Kerry’s question regarding maintaining a strong company culture amidst growth, particularly highlighting the role of the employee-owned structure in cultivating this environment.
Jim acknowledges that while the employee ownership (E.O.) model has presented some challenges, it has also created numerous opportunities for feedback and accountability, which are crucial for maintaining the culture.
He elaborates on the importance of giving employees growth opportunities, often before they feel fully ready while ensuring they have support to learn from failures. This approach helps sustain a dynamic where employees feel they are progressing, which contributes to a positive and engaging workplace culture.
Additionally, the E.O. structure has led to committees like the non-leadership E.O. committee, which holds leadership accountable and ensures alignment with stakeholder interests.
Jim highlights the necessity of being receptive to feedback from all levels within the company, acknowledging when mistakes are made, and being transparent about the steps taken to correct them. This open and honest communication fosters a feedback-rich environment, essential for sustaining the “stardust” that defines the company’s culture.
Thank you for your time!
