Setting the weather

Finding and nurturing the next generation of housing leaders

Stepping up to become a CEO – as I did five years ago – brings a whole new level of challenge around compliance, governance, finance and regulatory issues. Of course it does.

But the sharpest learning curve has been the people thing. Not the obvious managing and supervising, leading and inspiring.

It’s about setting the weather, creating the conditions for people to flourish, whatever their role. Could I really create – not just talk about – a culture that supports colleagues to fulfil their potential; to be the very best version of themselves professionally, day in, day out?

It may not be rocket science. We’ve all read the theory, understood the philosophy and craved the benefits. But actually creating a can-do, caring culture – under the severe pressures and responsibilities that weigh heavily on us all, every day – is a life’s work! Preaching is not my style. But I learned quickly that professionalism and humanity aren’t competing concepts. Is it too obvious to say they complement and strengthen one another?

At Barrhead, I’m determined to ensure professionalism isn’t just about standards, qualifications and adhering to processes. Care is central, integral, vital. Care for the people who live in our homes. Care for colleagues. Care for what this sector is doing daily to support communities. And care for the legacy we leave behind.

This brand of professionalism needs to be built carefully, nurtured consistently and protected, always. That’s why we are:

• Investing in a strategic partnership with CIH
• Focusing on leadership development
• Protecting learning and development budgets, particularly in difficult times
• And, creating dedicated time within the working week for reflection and development.

They’re not nice-to-haves. They’re essential if we’re to attract, grow and retain brilliant people. Every time we invest in someone’s development, whether they’re aspiring to be a manager or deepening their practice, we’re raising standards of professionalism across the organisation. The results are tangible: more confidence, more curiosity, more ambition, a higher level of care.

The power of vulnerability, trust, autonomy

One of the most surprising lessons I’ve learned is how powerful vulnerability can be as a leadership tool. When I spoke publicly about my mistakes in a podcast early on, I worried it might undermine my authority. Instead, it strengthened trust.

People don’t want a perfect leader, they want an honest one. When trust is genuine it unlocks autonomy. Autonomy unlocks accountability. And accountability, in turn, unlocks better performance.

The Barrhead DNA features flexibility, support and highly-collaborative ways of working. When people feel trusted, they bring their whole selves to work – their ideas and passion, care and commitment.

Growth happens when people feel both safe and stretched

I’ve learned too the importance of balance. It’s about balancing patterns and consistency with novelty and surprise, kindness with strength, challenge with support. Holding firm on all of this is what leadership is about. As a leader, our real self must show up, every time. Authenticity is contagious. It sets the tone for what’s possible and permissible.

Reflections on my career and the sector we’re becoming

I’ve witnessed, over my career, many challenges and opportunities in our sector. It’s ongoing.  There was always enormous passion, but less emphasis on wellbeing and career and personal development. We can do so much more, for example, attracting and growing talent. 

I’m cautious, even skeptical, about the term “a good fit”.  We need to be clear on and perhaps even challenge our non-negotiables, actively welcoming new and different perspectives.

We often still rely on the goodwill of committed people rather than building a compelling, professional and attractive career pathway. We still ask people to carry enormous emotional and operational burdens… without always giving them the support, development and tools they need in today’s housing world.

If we want to change and improve outcomes for tenants and communities, we need to challenge deeply held assumptions, such as:

• Giving customers proper and real choices: how would we react, for example, if a tenant could choose to stay in their home, but swap their landlord?
• Expecting higher levels of continuous professional development, recognising and supporting the need for a wide range of ways to learn and new skill sets: trauma awareness, systems thinking, design, collaboration
• Transitioning from reactive to predictive systems and services, using insight to anticipate needs, rather than simply respond
• And, putting our energy into purpose and people above process. 

Leadership as hope, ambition, opportunity

Leadership in our sector needs a persistent and higher level of optimism, even as our environment becomes ever more challenging. Hope is not naïve; it’s strategic.

We’ve faced funding cuts, changing political priorities and ever-rising expectations. As I see it, every challenge offers a chance to rethink, redesign, be braver. Some of our best ideas and new models have been born out of constraint.

I see my role as nurturing other leaders in my organisation, and perhaps even beyond, and not being centre stage. I am a set designer, a weather maker. Someone who creates the space and confidence for others to thrive.

Your purpose is bigger than your job title

No matter your role, you are shaping the culture of your organisation every day through the decisions you take, the tone you adopt, your compassion, your professionalism. We all have more power than we realise. Our professional purpose has deep and wide impact. We create ripple effects we will never see.

We matter deeply … to our colleagues, our organisation, our sector, and the people whose lives are changed by the work we do.

Lorna will be at the CIH stand at Scotland’s Housing Festival in Glasgow on 4 March during the lunch break – stop by from around 13:00 to have a chat about leadership and the future of housing. You can also join Lorna for a session on Leadership and Culture at the Fringe Theatre in the exhibition hall from 13:45 – 14:35. 

Book your free tickets