.jpg)
The UK social housing sector stands at a critical juncture. With an ever-growing demand for affordable housing, changing regulatory landscapes, and increasing pressure to deliver sustainable, high-quality homes, the role of Chief Executive in this sector has never been more challenging or more crucial. For senior leaders aspiring to this pinnacle position, the journey ahead is both exciting and daunting.
The transition from senior leadership to Chief Executive is not merely a step up the career ladder; it represents a fundamental shift in perspective, responsibility, and impact. This leap requires not just a change in title, but a transformation in how one views the organisation, the sector, and their own role within it.
As a senior leader in social housing, you've likely honed your skills in specific areas of the business. You may have excelled in operations, finance, development, or community engagement. You've led teams, managed budgets, and contributed to organisational strategy. However, the Chief Executive role demands a synthesis of all these skills, coupled with a broader, more visionary outlook.
The Chief Executive in social housing must be a polymath of sorts – part strategist, part politician, part financial expert, and part community advocate. They must balance the social mission of providing affordable, quality housing with the commercial realities of running a large, complex organisation. They need to navigate relationships with diverse stakeholders, from residents and staff to board members, local authorities, and government bodies.
Moreover, today's social housing Chief Executives are facing unprecedented challenges. The sector is grappling with the aftermath of the Grenfell tragedy, which has rightly put building safety and resident voice at the forefront. The COVID-19 pandemic highlighted and exacerbated housing inequalities, while also accelerating the need for digital transformation. Climate change considerations are driving a push towards sustainable, energy-efficient homes. All these factors are reshaping the landscape in which social housing operates.
For those contemplating this transition, it's crucial to understand that becoming a Chief Executive is not just about reaching the top of the organisational chart. It's about stepping into a role where you have the potential to shape the future of housing in the UK, to make a tangible difference in people's lives, and to contribute to solving some of society's most pressing issues.
In this article, Rachel Birbeck provides a guide for senior leaders through the key areas of development and focus required to make this crucial transition, exploring the skills, experiences, and mindset shifts needed to bridge the gap between senior leadership and the Chief Executive role. From expanding your strategic vision to honing your external influence, to deepening your financial acumen and driving organisational culture, we'll cover the essential elements that can prepare you for this challenging yet rewarding position.
Whether you're actively pursuing a Chief Executive role or simply exploring the possibility, this guide will provide insights into the journey ahead. Remember, the goal is not just to attain the title, but to be ready to excel in the role, driving positive change in the social housing sector and making a lasting impact on communities across the UK.
Expanding Your Strategic Vision
As a senior leader, you're likely adept at departmental or functional strategies. However, the Chief Executive role demands a broader, more holistic view. Start cultivating this by:
Engaging with cross-departmental projects to understand the full scope of organizational operations
Developing scenarios for the future of social housing, considering political, economic, social, and technological factors
Actively participating in sector-wide discussions about long-term challenges and opportunities
Honing Financial Acumen
While you may have managed substantial budgets, Chief Executives need to navigate complex financial landscapes. Enhance your skills by:
Seeking opportunities to work on organization-wide financial planning
Understanding the intricacies of social housing funding, including government grants, private finance, and innovative funding models
Gaining experience in financial risk management and long-term financial sustainability planning
Elevating Stakeholder Management
Chief Executives are the primary interface with a wide range of stakeholders. Prepare for this by:
Building relationships with board members, local authorities, and regulatory bodies
Representing your organisation at high-level sector events and forums
Developing your public speaking and media engagement skills
Cultivating Board-Level Experience
Understanding board dynamics is crucial. If you haven't already:
Seek opportunities to present to and engage with your current organisation's board
Consider non-executive director roles in other organisations or charities
Participate in governance training to understand the legal and ethical responsibilities of boards
Driving Organisational Culture
Chief Executives set the tone for organisational culture. Start demonstrating this capability by:
Leading organisation-wide change initiatives
Championing diversity, equity, and inclusion efforts
Developing and articulating a compelling vision that inspires staff at all levels
Enhancing External Influence
Chief Executives need to be influential beyond their organizations. Work on:
Contributing thought leadership pieces to sector publications
Participating in or leading sector-wide initiatives or task forces
Building a strong personal brand as a social housing leader
Broadening Policy Understanding
Deepen your grasp of the policy landscape affecting social housing:
Engage with policy professionals and think tanks
Contribute to consultations on housing and related social policies
Develop informed positions on key policy issues affecting the sector
Crisis Management and Resilience
Chief Executives often face intense scrutiny and pressure. Prepare by:
Seeking experiences in managing high-stakes, complex situations
Developing your personal resilience through coaching or mentoring
Learning from case studies of how other Chief Executives have navigated crises
Innovation and Digital Transformation
Show your capacity to lead in a rapidly changing environment:
Champion digital initiatives within your current remit
Develop a vision for how technology can transform social housing services
Engage with innovators both within and outside the housing sector
Refining Your Leadership Philosophy
As you approach Chief Executive level, clearly articulate your leadership approach:
Reflect on your leadership journey and key lessons learned
Develop a clear narrative about your values and how they inform your leadership
Be prepared to discuss how your leadership style will benefit the organisation and sector
The transition to Chief Executive is as much about personal growth as it is about professional development. It requires self-reflection, continuous learning, and the courage to step out of your comfort zone. Remember, the goal is not just to reach the top job, but to be prepared to excel in it, driving positive change in the social housing sector and making a lasting impact on communities across the UK.
As you navigate this transition, seek feedback, embrace challenges, and never lose sight of the ultimate purpose: improving lives through quality, affordable housing. The social housing sector needs visionary leaders who can navigate complex challenges while staying true to its core social mission.
To discuss developments in the sector, or to explore working with Rachel to find a new opportunity, or a senior-level professional within the sector to join your organisation, email rbirbeck@lincolncornhill.com.
.png)
.jpg)
.jpg)
