Six leadership and career lessons from James Reed CBE

If you want to understand how the economy is doing, ask a recruiter. The bird’s-eye view recruitment firms have of hiring trends, workforce sentiment and employer priorities gives them a barometer by which to measure business confidence. 

James Reed CBE, chairman and chief executive of Reed, the world’s largest family-owned recruitment firm, has enjoyed this vantage point for over three decades. Under his leadership, Reed – founded by his father Sir Alec Reed in 1960 – has grown into a global recruitment powerhouse, employing more than 3,400 people in over 100 offices across the UK, Europe, the US and Asia. 

Reed is a purpose-led philanthropy company, or PhilCo: 18% of the firm is owned by the charitable Reed Foundation. James is also the driving force behind charity Big Give, the UK’s largest match-funding platform, and president-elect of CMI. 

As part of CMI’s Leadership Lounge series, James joined CMI chief executive Ann Francke OBE CMgr CCMI for a fireside chat about leadership and the lessons he’s learned along the way. Here are six things we learned from an inspiring conversation…

1. In the job search, think outside the box

James landed his first job after university with The Body Shop by hand-writing a letter to founder Anita Roddick. While technology has evolved since, James still advises young people to write letters to leaders or organisations they want to work for. In the age of AI, direct mail may make a comeback. 

“We get very few letters, so the ones I get I will open,” he said. “I get so many emails, I lose track.” 

Being strategic and intentional – and human – about the job search can pay dividends. For young people, the focus should be on “getting out there and trying things”. 

“See what you like,” James advised. “In the early years [of your career], focus on learning.”

2. Look for potential over polish

James’s leadership philosophy is to “hire good people and let them get on with it”. He operates the business on a decentralised model, via a network of subsidiary companies rather than a central head office. 

“I want to create a structure where people have room to grow and contribute ideas,” he explained.

That means prioritising potential and merit over experience or qualifications. 

“If someone's doing a good job or showing leadership potential, I would always advocate giving them an opportunity,” he said. “The idea that someone should tick all the boxes to qualify for the next thing is wrong.”