In the limelight

Speak at conferences

Major conferences provide a wonderful opportunity to speak to the sector and impress your peers - providing you have something to say and know how to get your message across.

Conference platforms are an excellent way of developing a national profile and demonstrating your communication skills. Ken Perry, chief executive of Liverpool-based Plus Dane Group, who spoke at June’s Chartered Institute of Housing conference in Harrogate on the effects of recession, says they allow for sharing of ideas both during a conference and afterwards. ‘It leads to conversations and follow-on activities,’ he says.

As for downsides, if you’ve attracted fewer than 25 people to listen to your early afternoon address, you probably need to rethink those opening remarks or pep up your slide show. It may be that most people have heard you speak before. Therefore it would be smarter to ration your appearances to three or four conferences a year and not deliver precisely the same speech each time. Also, remember that you are probably preaching to the converted, so a standing ovation does not necessarily mean that you are destined for parliament.

Expert view: ‘It’s important to have the right style of delivery. You’ve got to have that oomph factor’ Anne Elliott, executive search specialist and managing director of EMA Management Consulting.

Profile raising potential: 3

Press and media

If you’ve got the editor of The Guardian on speed dial or write regularly for Inside Housing, you are probably already aware of the power of the media. Journalists are interested in housing stories - especially at local level.

By being available for interviews or being willing to give quotes on national and local issues, senior housing professionals can raise their profiles and those of their organisations. But don’t always expect journalists to report things exactly as you expect, if at all.

The best-planned, most expensive media campaigns can sometimes lead to little or no publicity. On other occasions you may be contacted out of the blue - providing that journalists recall you exist. ‘It’s very important to build relationships with journalists,’ says Seb Elsworth, director of strategy at the Association of Chief Executives of Voluntary Organisations. ‘But it’s a long game. Sometimes it can be a bit frustrating.’

A newspaper or magazine column provides a ‘fantastic platform’, says Barbara Thorndick, chief executive of West Kent Housing Association, who wrote regularly for Inside Housing until last December. Be sure you have something interesting to say, don’t be afraid to say it, and remember there is bound to be someone who disagrees with you. Equally, even those with a thick skin should avoid being seen as the sector’s ‘rent a quote’. Appear too often and you will risk losing the respect of colleagues if they think it’s an ego trip.

Expert view: ‘If you are prepared to say what you think, then you have to be prepared to accept that other people think differently’ Barbara Thorndick, chief executive of West Kent Housing Association and former Inside Housing columnist

Profile raising potential: 4

Networking

If you spend most of the day in your office, you definitely need to get out more. By rubbing shoulders with fellow housing professionals, plus leaders from other fields, you are certain to raise your own profile. It should also ensure that more people know about your organisation and housing in general.

There are dangers. The boss who is rarely seen by employees can quickly lose touch with what is happening on the ground. Manage it correctly, though, and nobody who is serious about leadership can ignore the importance of networking at local and national level.

EMA’s Ms Elliott, says networking is about ‘building up relationships and maintaining them’. In effect, you are sharing information to everyone’s mutual benefit. It can also be a cost-effective way of making contacts that may be useful to you and your organisation, in future.

One form of networking is throwing open the doors of your organisation to politicians. During their recent inquiry into decent homes, members of the Communities and Local Government select committee visited arm’s-length management organisation Stockport Homes to check on its progress. ‘Once people visit you, it tends to stick in their minds [and your organisation may benefit] when opportunities arrive in future,’ says Helen McHale, Stockport’s chief executive.

Expert view: ‘A big chunk of my time is spent externally facing. Diary management is absolutely key’ Mr Perry, chief executive, Plus Dane Group

Profile raising potential: 5

Taking on extra responsibility

If you enjoy governance and attending meetings, why stop at one board? There is nothing to prevent the senior housing association, council and ALMO staff from sitting on the board of other social landlords, providing they can spare the time. (Though if you work for a local authority you will need to check with your employer in some circumstances).

Julie Fadden, chief executive of South Liverpool Housing Group, is a board member at Irwell Valley Housing Association, and even chairs Irwell’s operations committee. Both associations are compatible in terms of their culture, she says, and are happy to share ideas and good practice.

While confidentiality issues may arise, the advantages of playing an active role at more than one organisation, and gaining a better understanding of governance issues, clearly outweigh any disadvantages.

Housing leaders can also benefit from joining boards of charities and other local bodies, such as schools and colleges.

For those with more time on their hands, why not get involved with the Chartered Institute of Housing or take on a role with a local or national federation?

In her role as co-ordinator of the National Federation of ALMOs executive steering group, Helen McHale met shadow housing minister John Healey and former prime minister Tony Blair.

‘You need to be able to relate to all different people, whether it’s a tenant or the prime minister,’ she says.

Expert view: ‘You are seen as authoritative and know what is going on’ Helen McHale, chief executive, Stockport Homes

Profile raising potential: 4

Social media

While it will probably cause hilarity among your children if you can’t distinguish Facebook from Twitter, it’s debatable how much impact using such social networking sites will have on your profile in housing.

Social media can be a wonderful way of communicating with employees and highlighting staff success, but probably reflects your leadership style more than your profile.

There is also the danger that fellow leaders will read your tweets and question whether you are really destined for high office. ‘Why would anybody want to know about my ramblings?’ comments one housing association chief executive.

Seb Elsworth of ACEVO advises those uncertain about social media to steer clear rather than risk using it badly and creating a ‘one-way monologue’.

If you are certain of what you are doing, some networking sites can provide a valuable alternative means of communication. By joining the ‘housing community’ on LinkedIn, for example, you can swap information and ideas with fellow leaders and other colleagues in the sector.

Expert view: ‘You need to create an agenda for the sort of thing that you comment on. It’s got to reflect gravitas, intelligence and wit’ Seb Elsworth, director of strategy, ACEVO

Profile raising potential: 2

Rallying the troops

It is no good having a high profile if you don’t have the backing of your staff - your organisation will suffer. Make sure your employees have the opportunity to voice their opinions and contribute to decisions.

Staff conferences and suchlike are an ideal way to show staff you are in touch with their work and are happy to chat informally. It also helps if people enjoy being at work. Earlier this year, senior managers at Cardiff-based Taff Housing Association held a mock ‘Dragons’ Den’ where they judged ideas put forward by association project groups.

Elaine Ballard, Taff’s chief executive, says staff saw the other side of their senior managers as ‘dragons’, especially after the event was recorded on DVD which opened it up to a wider audience. ‘Hopefully the message sticks as well as the fun bit,’ she adds.

The profile of a chief executive normally rises if their organisation wins an award, or is the first to achieve a milestone. Without happy staff, this is difficult. Chief executive Barbara Thorndick recalls how she became better known after West Kent became the first housing association to gain three Audit Commission inspection stars. ‘You are the public face of the organisation,’ she says. ‘You change from being one of the also-rans to somebody or something that people want to know about.’

Richard Clark, executive chair of Consult CIH, says housing professionals are more likely to respect leaders that encourage staff to ‘push the boundaries’ and achieve collective success. ‘It’s a plus all round,’ he says.

Expert view: ‘The ultimate judge of leadership is the success of your organisation’ Matt Lewis, business director, Hays Social Housing

Profile raising potential: 3

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