Measuring the S in ESG

For social housing providers the “social” factors of the environmental, social and governance (ESG) agenda should be our bread and butter, given that it’s what we do . . . however social issues are more complicated to measure than environmental and governance factors, so what exactly do we mean by social factors? Social in its…

The evolving role of future leaders

I was recently asked to speak on the evolving role of future senior leaders. . . here are some of my reflections. Agility: It would be remiss to talk about leadership without talking about the pace of change. Our residents rightly expect modern services, personalised interactions and connected experiences across channels.  The recent pandemic is…

A new beginning

I woke up one morning on the 25th May 2020 to the news that a 46-year-old African American man, was murdered in Minneapolis, Minnesota. George Floyd’s neck was knelt on for eight minutes and 46 seconds. I was unable to bring myself to watch the mobile video witnessed across the world, of a man crying for help whilst being suffocated…

Together alone

For the last three weeks, I have been meeting 1:1 with every member of my team, this is quite a challenge given there are c.200 across my directorate. The meetings have been short and sharp but I wanted to “check in” on how people were feeling and managing during the pandemic. It has opened my…

To boldly plan where no man has planned before

Since we fell into the corona maelstrom, I like many others have been involved in hundreds of planning meetings. But how do you plan within an ever changing environment, is it even possible? When a crisis develops, the planning process itself is what pays off. Here I share some of my learning over the last…

Naming what is difficult

It is difficult to know where to start with this blog, and maybe that’s it . . . the situation we find ourselves in is ‘difficult’. Until the middle of March I was enjoying some well-deserved annual leave, spending time with family and friends, blissfully unaware of the emerging crisis that was developing across the…

Model behaviour -creating a target operating model

Creating a target operating model for our new organisation has been fundamental to achieving our vision and goals. We have doubled in size and expanded our geographical footprint, we are operating in an unprecedented democratic environment which is adversely impacting the market and we are simultaneously rolling out a digital transformation programme to enhance our…

Optimising your supply chain during a merger

One of the key learning points for me, whilst leading our merger has been the importance of our supply chain. It is easy to get distracted by core business where both entities have absolute control, and miss the significance of the role of suppliers.  In my view, to optimise merger benefits the preparation of the…

The Emotional Merger

I thought I had a good understanding of organisational culture, until I became involved in the Notting Hill Genesis merger; if you really want to know what culture is, lead a merger! As I have watched our new organisation develop, I have learned a great deal about the human psyche and group dynamics. We are…

Five top tips for a successful merger integration

It’s been over one year since Notting Hill “merged” with Genesis, and it feels like the right time to share some personal insights as the integration programme lead. Disregarding the significant time investment that is put in prior to merger, it’s fair to say the ‘real work’ begins on day one of the new organisation….

Why I don’t have children

I have been thinking for a while about writing this blog, as it is very personal. Having recently celebrated my tenth wedding anniversary it felt like a good time to reflect on why I don’t have children. Since my beautiful wedding day, I estimate I have been asked this question over 1000 times (using a…