James Sinclair Interview - Talent Retention With A Difference

The People Leaders Podcast

In this episode, we interview James Sinclair, the Chief Executive of EnterpriseAlumni. His primary role is in recruitment but he is really making a name for himself teaching organisations how to maintain relationships with staff when they do leave. He also contributes to various media on the future of work and large enterprise innovation and entrepreneurship.
He shared some fantastic insights around how to create diversity in high-performing teams, clear opinions on exit interviews, setting up your own talent pool and tapping on it to future-proof yourself and your organisation.
Episode Highlights:

• James talks about him being an ENTJ - its gifts and downfalls.
• "We come to opinions very quickly. We're willing to trust guts, we're willing to run fast and we do listen and we take it on board. We just don't always recognise and we don't always perhaps take the moment to say 'Thank you for your opinion. Thank you for your idea. I hear you.'"
• EnterpriseAlumni and James' role and responsibilitiesLetting talent leave without continuing a relationship and keeping the door open is like having an asset walk off your balance sheet
• James' thoughts about exit interviews
• "The only real way to know how great you are is to work with you."
• "Respecting that leaving is inevitable is such an important thing."
• "There's a lot of conversation that people don't leave companies, they leave managers some of the time. Other times it's because there's another opportunity that's just better that perhaps you couldn't get in this organisation. Or if you think about career growth, most people grow into a next job that they're not quite ready for"
• "Treat everyone like a customer at every single step of the way. Your employee experience should be a consumer-like experience. If you wouldn't do it to a customer, don't do it to an employee."
• James’ opinion on creating diversity for high-performing teams
• "High-performing teams come from small teams with diverse opinions, little budget and unfair goals and unfair expectations."
• "You can't judge people on competencies. It doesn't work because two people with identical competencies could be very different performers, thinkers, all of those things."
• "High-performing teams are performance-based results. I don't care if you work for a minute or a hundred hours. Results. That's the business I'm in and I think that's what remote teams are going to suddenly uncover.”

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