The housing sector is undergoing seismic change. Challenges and demands are growing, and so are the skills required to lead effectively in an environment shaped by increasing demand, financial constraints, and rising accountability.

Whether you're a senior director building your leadership team, or an ambitious head of service or assistant director eyeing your next move, the landscape is shifting fast. For both employers and candidates, this is a pivotal moment.

A changing context – what's driving demand

We are seeing unprecedented movement in the housing recruitment market. Senior directors are strengthening their teams to respond to greater regulatory oversight, rising demand, and the pressing need to accelerate housing delivery.

In addition to the ongoing financial pressures, the Social Housing Regulation Act 2023 and subsequent regulatory changes in 2024 have increased the focus on safety, governance, and performance. The forthcoming implementation of Awaab's Law underscores this shift, placing even greater responsibility on organisations to ensure responsive, accountable, and safe housing services.

In parallel, the impact of local government reorganisation (LGR) is widening the scope of leadership. With more councils moving to unitary status and strategic landlord models, housing leaders now need to engage with regional collaboration, long-term planning, and whole-system transformation

What great leadership now looks like?

Today's housing leaders need a broader and deeper skill set than ever before. While technical knowledge remains important, the best leaders are those who can:

Navigate complexity. Make sense of changing legislation, political direction, and governance models.

Harness data meaningfully. Use performance insight to inform decisions, but understand that data alone isn't enough. The ‘how' is just as important as the ‘why'.

Champion empathy. Place residents at the centre of services. Co-design, co-creation and co-production are no longer optional, they are essential for delivering outcomes that matter.

Think commercially. Understand how different service areas interconnect, and how resources can be maximised for greater impact.

Embrace innovation. Leverage technology, including AI, to drive efficiency, while ensuring the human touch remains intact.

Inspire teams. Recruit, support and develop a workforce aligned to your values, strategy, and mission. Don't forget, people are organisation's biggest assets. Culture and talent are inseparable.

Leadership in housing has never been more scrutinised, or more important. Boards, councillors, residents, and the public expect transparency, integrity, and responsiveness. Leaders must rise to meet those expectations with resilience and authenticity.

For candidates, opportunity in challenge

If you are a head of service or assistant director ready for the next step, there has never been a better time. Councils are actively looking for forward-thinking leaders who understand the intersections between compliance, delivery, and community impact.

My personal view – influence matters

Having worked for local government and now speaking to 100s of candidates every month, and currently supporting five organisations with their housing teams, I can see where the frustration lies. Often we can see a different direction and we can identify where processes and outcomes can be reshaped.

Still, no matter the challenge, there are ways to approach it if you understand the stakeholders' needs and wants. Understand that language and communicate accordingly. When priorities are shared, priorities are delivered.

Time to lead

The housing sector needs committed, agile and values-driven leaders more than ever. As affordability pressures grow and regulation intensifies, we need individuals who are prepared not only to deliver, but to adapt and shape the future of housing services.

As Alan Townshend, executive director at Harlow DC, recently shared: ‘There will be knocks and bumps in our personal journeys, even for the best of us – but how can we use these experiences to better ourselves and the service provided to residents?'

If you are looking to strengthen your team, or step into your next leadership role, get in touch. I will be delighted to help you navigate the journey.

 

Bruna Varante is executive recruiter – housing at Penna