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The sector needs to be more visible on leadership inclusivity

Social landlords no longer have a great story to tell on diversity – and that needs to change, says Steve Douglas

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The sector needs to be more visible on leadership inclusivity

Our sector has always prided itself on its inclusivity and focus on meeting the needs of diverse communities.

The creation of a BME housing sector in the late 1970s and early 1980s was regarded by some as the most bold, ambitious and successful equalities and empowerment programme in Europe at the time.

It was a demonstration of how important diversity was to the sector’s core purpose.

Yet in recent months, the issue of ethnic diversity among leadership teams of all types of organisation across the UK has received growing media attention. The housing sector – despite having this core purpose and being an innovator in diversity in the past – no longer has a great story to tell.


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Inside Housing’s survey of board and executive team composition does not reflect well on us.

It is not that the talent doesn’t exist. Research by The Guardian and Operation Black Vote – as part of The Guardian’s Inequality Project – has shown that BME individuals in major organisations are over-qualified for their roles compared with their white counterparts.

The evidence suggests that the social housing sector, like many other sectors, suffers from unconscious bias in its decision-making when appointing leaders.

“We must acknowledge that unconscious bias exists, both within wider society and within the housing sector.”

Unconscious bias happens when our brains make quick judgements and assessments of people and situations without us realising.

These biases are influenced by our own preferences and being naturally drawn to ‘people like us’.

It is tough, but we must acknowledge that unconscious bias exists, both within society as a whole and within the housing sector.

This was one of the findings of the independent review that Altair was commissioned to undertake, supported by L&Q, Optivo and BME London.

The review looked at what was happening on the diversity of leadership in our sector and beyond.

The review sat alongside Leadership 2025, an intensive nine-month business school programme for executive and chief executive-ready leaders from BME backgrounds.

“The business reasons to achieve diversity across leadership teams are compelling.”

We spoke to more than 30 contributors – including past, current and future leaders from a range of backgrounds – and we consulted with trade bodies on ideas for action.

The business reasons to achieve diversity across leadership teams are compelling. From research undertaken by academics, business leaders in other sectors and other countries, and business advisors such as McKinsey and PwC, we’ve identified a number of clear benefits that housing associations can gain.

These include diversity of thought leading to better business decisions, more effective solutions and greater connection to communities.

Now, when the sector is being challenged on its connection to communities and whether it reflects wider society, it is timely for housing associations to stand up for diversity of leadership and to better understand what can be done to make a real and lasting change.

CLICK HERE TO READ MORE ABOUT OUR INCLUSIVE FUTURES CAMPAIGN

The five point plan proposed in Altair’s report is a practical but ambitious set of activities to effect the necessary step change that we have identified.

The actions are for boards, chief executives and senior executives with responsibility for recruitment, retention and talent management within their organisations.

We have been encouraged by the levels of engagement from consultees and commentators, many of whom have already pledged that their organisations will take forward a plan of action.

We have fantastic support from the mayor of London and the Greater London Authority, and four of the G15 group of London’s largest associations. By giving their support, these organisations acknowledge how urgent it is to take action.

Inside Housing’s Inclusive Futures campaign is a further sign that we are taking seriously greater inclusivity for all under-represented groups.

“There can be no excuses.”

However, the challenge now is for sector leaders – across the country, and including our trade bodies – to make change happen.

There can be no excuses. Individual organisations, the housing sector and the wider community need the sector’s leadership to be visible on the issue of inclusivity and diversity at the top, and to make demonstrable progress.

Altair was privileged to undertake this significant review, but more importantly we look forward to working with the sector to create change by implementing our recommendations over the coming years.

Steve Douglas, co-chief executive, Altair

 

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