Tile Hill Housing Insight: Developing Tomorrow’s Leaders, Today

There's growing concern about the leadership gap, and whilst there are many reasons for it, one thing organisations can manage is succession planning. By offering the right support and tools, organisations can help people make the shift from operational roles to executive leadership. This can be through structured pathways that enable this transition, targeted development programmes, mentoring, and more. Supporting future leaders will equip them not only with technical expertise but also the mindset and skills to manage complex challenges that extend beyond their immediate professional experience. We have supported many people who have navigated this path and understand the challenges and rewards that come with it.

This piece aims to outline the essential elements for a successful transition, providing insights into what it takes to move from professional to executive leadership. And the outcome of this could undoubtably contribute to the sectors succession planning and diversity ambitions, in all its forms. For example, the Government’s insistence on professional qualifications in housing will only further the leadership gap and limit the pool of candidates and drive competition for existing leaders.

Understanding the Shift

Firstly, it is important to understand the nature of this transition. Service orientated roles tend to focus on day-to-day operations, ensuring services run efficiently, often seeking to manage immediate and pressing needs. In contrast, executive leadership roles are focused on working collaboratively to understand the prevention space as a way of managing demand. It is essentially about listening to customers and colleagues and understanding future needs, as well as being relatable, engaging and someone who people want to get behind to achieve the right outcome.

Executive leaders anticipate challenges and opportunities, positioning their teams to respond proactively as well as helping make links across broader functions, internally and externally.

Developing the Right Skills

To be successful in the executive leadership space, developing a new set of skills is needed. Whilst operational expertise remains important, strategic leaders are often strategic and curious and communicate effectively to articulate a vision clearly and rally others around common goals. In addition, and aligned to the social housing sector, this includes being adept at translating strategies, understanding regulatory legislation, financial planning, having a deep understanding of good governance, and leading diverse teams across organisations and systems. This imposes a comfort with ambiguity and the ability to make decisions that may not yield immediate benefits but are critical for long-term success. That being said, being authentic and playing to your strengths is equally as important, especially when it comes to leading and galvanising teams to deliver the best services possible.

Moreover, there is an increase demand for executive leaders to be analytical to assess various data points and make informed decisions, particularly as the shift and momentum towards digital transformation builds for the benefit of both colleagues and residents. That being said, also be comfortable with not knowing everything and knowing when to delve into the detail.

And a core skill for any executive leader is self-awareness - when making the transition, know your strengths, but also know your development areas, and have a plan for how you might address those areas when you step into the role. 

Collaboration

Corporate working and the value of driving a corporate plan and organisation forward with the Borad and Executive Team is critical, not just representing your immediate service area. This means taking an ‘organisation first’ approach, and this is typically the challenge for most.

Networking is another critical component. In operational roles, the focus is often internal, ensuring team functionality, whilst executive leaders must also adopt an external focus. This involves building relationships with other directorates, external stakeholders, and the customers and communities served. Effective leaders are connectors; they bring together various groups to solve problems and drive innovation.

Building relationships means more than just attending meetings and shaking hands. It requires active engagement with stakeholders, understanding their perspectives (being empathetic), and finding common ground. Executive leaders must also foster a collaborative culture within their teams, encouraging open communication and mutual support. This social approach helps build trust and facilitates smoother implementation of strategic plans.

Embracing Change

The social housing sector is in a constant state of evolution, especially with regulatory pressures and changes, financial challenges, and technological advancements. Strategic leaders must be adaptable and open to change, and this requires staying informed about new trends, being willing to take risks, and committing to continuous learning and development.

Embracing change involves being proactive about personal and professional development. Leaders should seek out training opportunities, stay updated on industry best practices, and be open to new ideas and technologies. This mindset helps to stay ahead of the curve and ensures strategies remain relevant and effective in a rapidly changing environment.

The Recruiter’s Role

From the perspective of a recruiter, identifying potential executive leaders involves seeking individuals who excel in their current roles and demonstrate strategic thinking and relationship-building capabilities. We look for candidates who can articulate a clear vision for the future and inspire others to pursue that vision.

In our evaluations, not only do we assess candidates past achievements but also their potential for future growth. This involves looking at their track record of innovation, their ability to lead teams through change, and their commitment to continuous improvement – all of which can be achieved at operational level. We also consider their interpersonal skills, as the ability to build and maintain strong relationships is crucial for effective leadership. And this supports our clients to not only hire boldly, but bravely, and not always look for a sideways move, which will only benefit the sectors EDI ambitions. And by broadening our search and focusing on high-potential leaders from underrepresented backgrounds, we can support organisations in building leadership teams that better reflect the communities they serve. This not only drives cultural change but also aligns with the sector’s ambition to increase diversity (particularly at the top), helping to foster innovation, equity, and a deeper understanding of customers and colleagues.

Final Thoughts

The transition can be challenging yet highly rewarding. It requires a shift in mindset, a commitment to ongoing learning, and a passion for making a broader impact. For those ready to undertake this journey, the rewards can be immense – not only for their careers but also for the customers and communities served. So, if you are aspiring for leadership, start thinking strategically, building connections, and preparing yourself for a future where you are not just managing services but shaping strategic and corporate plans to benefit customers and communities in the long-term. For those who embrace this challenge, the journey can lead to a fulfilling career that makes a lasting difference.