Why representation matters

We need to have some difficult conversations

I recently read a really well articulated article on CEO tenure and executive churn following a discussion among some key housing leaders.

The question raised was whether there was a need to set a fixed tenure for these positions, which would naturally increase churn, opening up opportunities for others to serve the industry. This would ensure that ‘stale’ leaders found themselves replaced by others who could provide the sort of fresh thinking that is required to adapt to a changing world.

The irony here is that the article only interviewed white chief executives. It would have been great to hear some more diverse perspectives on the issue. That aside, this is one example of structural change that can advance the cause.

“The housing sector is incredibly diverse. This is overwhelmingly a strength for us”

Similarly, I was somewhat surprised when I recently viewed an all-white shortlist for a NextGen competition in the sector. Putting aside the fantastic achievements of those who were shortlisted – and it’s unfortunate that they have been caught up in this.

But there is so much diverse talent in the lower and middle levels of housing organisations – perhaps even an oversaturation at these levels – that it is difficult to envisage how not a single nominee from a diverse background was shortlisted.

My post is not about apportioning blame here or calling people out, but it is only through having these difficult conversations that we will facilitate change throughout the sector.

Without wishing to labour the point, the housing sector is incredibly diverse. This is overwhelmingly a strength for us.

Here at Connex Leadership Networks, we ran a roundtable discussion (below) on unconscious bias in late 2020 and it became clear that we require a cultural movement against this, and which starts right at the top – at board level.

At the end of the day, if recruitment panels are simply going to continue selecting people who look like them, we’re never going to make any progress. Leaders need to be confronted with reality and take the issue of diversity and – more importantly – inclusion seriously.

Representation matters because it shows everyone that the system is inclusive and that no matter who you are, you can rise to the top.

Imagine a young Black woman starting out in housing back in the 1990s after leaving university. She’s incredibly passionate about working in the sector and takes up a junior role in an inner-city local authority. She has the talent, the work ethic and the resilience to climb up the ranks in the organisation, but doesn’t see a single example of someone who looks like her and who has achieved what she wants to achieve.

Every time an obstacle is in her path, there’s that little voice in the back of her head reminding her of that glaring omission. It doesn’t seem like an attainable goal. It seems completely out of reach for ‘someone like her’.

This is not something that we can allow to happen any longer. The wider social consciousness around this issue, sparked by the death of George Floyd and the Black Lives Matter protests that followed, offer us an opportunity to make a difference.

“The system cannot be dismantled and rebuilt without white allies in leadership positions who have the power to really move the needle”

For the first time in decades, we can speak about this topic more candidly and honestly – to bring it into the light so that we can do something about it.

Societal progress takes time, of course, but in the housing sector it simply hasn’t been happening fast enough. We need to see bold action from people who recognise the problem and are in a position to do something about it.

The system cannot be dismantled and rebuilt without white allies in leadership positions who have the power to really move the needle. It’s crucial that we get this support because it needs to be fixed from the inside out, rather than the outside in.

With appropriate cultural changes and organisational policies, we can start to right this wrong and move things to a more equitable standing. But it’s going to take courage, empathy and a willingness to stand up for what is fair.

Oh, and you remember that young Black woman I mentioned earlier? The dreamer?

That was me.

Tunde Hinton, founder and managing director, Connex Leadership Networks