Embarking on your first role as a board member, or Non-Executive Director (NED) in the social housing sector is an exciting, yet demanding step. It’s an opportunity to bring your knowledge and experience to an organisation that plays a crucial role in communities, and really make a difference. However, it’s not without its challenges, and transitioning from an operational to a board role requires a shift in mind-set and approach. Hannah Smith, lead of Neemar Search’s Non-Executive Practice spoke with three first-time NEDs within the social housing sector, Jane Scott at Stonewater, Stephen Russell at Curo and Luke Jno-Baptiste at MSV Housing, to get their advice for people aspiring towards their first board role in social housing.
Your ‘USP’
In order to get your first NED role, clarity on your skillset and your unique-selling points as a candidate is vital. Today’s boards are composed of range of experts with relevant, up-to-date knowledge in their fields, or lived experience or strong commitment to the sector. Social housing organisations increasingly seek NEDs with specific expertise in areas such as finance, regulation, community engagement, or technology to help guide the organisation. Demonstrating a strong understand of what you bring to the table, and being honest about any areas for development, will allow you to position your benefit to the current board effectively.
In addition to understanding your USP, active listening and research on the organisation is crucial. Social housing operates within a complex landscape of regulatory requirements and social obligations. Even if you have previous housing experience, every organisation has its own unique culture, challenges, and priorities, so it’s important to take the time to learn about the organisation, the sector and the macroeconomic issues surrounding it. Remember, to enhance your ability to provide meaningful input as a board member, you have to gain insight, ask informed questions, and engage with a diverse range of perspectives - including tenants, employees, and external stakeholders. Being able to demonstrate the ability to learn, listen, digest and reflect during the interview process is fundamental.
HS: How did you determine your key strengths and differentiators when positioning yourself for a NED role?
I have previous sector experience and already knew a fair amount about the organisation. They were looking for candidates with a range of experience, notably cyber and IT, which is core to my day job so fitted in nicely. Finally, I lead on governance and risk within my own organisation so was very comfortable about operating in the boardroom. Stephen Russell
I began by thinking about the hard and soft skills which had been key to both securing and fulfilling my Executive roles. I then selected those things that I thought would help me contribute best to the hiring organisation’s strategic plan and objectives and/or would demonstrate that I could operate in a sector of which I had no previous experience. My short list came down to strategic planning, customer-centric business experience, digital transformation, maximising the value of data, exposure to M&A, and Diversity and Inclusion. Jane Scott
This might not be relevant for everyone as my first role was a trainee NED. The advert was very different to standard NED roles and the organisation was seeking individuals that could bring new and different perspectives. I was able to use what could be perceived as weaknesses as my strengths. I presented my inexperience as an appetite to learn and develop, exactly what the traineeship aimed to achieve.
As in all recruitment processes, I knew my skills, qualifications and experience would be important, however I felt that my lived experience was equally as impactful and used this to bring out my passion to drive positive change in the sector and to connect my ‘Why’ with the organisations vision. Tip: build your understanding of the organisation and pay close attention to the wording of adverts as there may be clues/ hints on the type of candidate they are looking for. Luke Jno-Baptiste
The right mind-set
Being an effective executive does not automatically translate to being an effective board member. The two roles demand distinct skill sets and approaches. While executives drive decision-making and execution, NEDs operate within a collective board environment, offering guidance, challenging strategy, and ensuring the organisation’s long-term stability. The boardroom thrives on collaboration and consensus rather than top-down direction, making adaptability and strategic thinking essential.
A key distinction to understand is the difference between governance and management. Your role as a NED is not to take charge of daily operations but to provide strategic oversight, challenge assumptions, and ensure sound governance. Trusting the executive team to handle operational matters allows you to concentrate on broader strategic objectives - evaluating risks, ensuring financial viability, and shaping the organisation’s future direction.
HS: How did you transition from an operational to a strategic mindset, and how did you demonstrate this during your NED interviews?
Ensuring you focus on the longer term and bigger picture is key and recognising that you have a key role in seeking assurance and oversight, not in operational decision making. For me personally, it helped to reflect on my own experiences of working with NED's and observing them over the years. Even if this is your first role as a NED think about how you frame your experiences so you can evidence a clear understanding on the different role you will be undertaking. Stephen Russell
As a C-suite executive in former roles, I was responsible for developing a strategy as well as the operational execution of that strategy. This helped me to understand where the line was drawn between the two. Developed strategies were approved by boards and I thought a lot about the challenges I had received from board members and which of those challenges were most valuable to get the best outcomes. It has been useful to describe this in interviews, but I fully recognise that moving to an entirely strategic focus takes practice. I find feedback from colleagues essential. Each NED role I have undertaken has given me the chance to further refine skills, but I have also found it important to adapt my approach and areas of focus on a case-by-case basis. Jane Scott
During the times I have applied for NED roles, my day job had always been focused more on operational matters. I was able to use this as a positive during interviews by demonstrating how operational performance and delivery is also supporting the delivery of strategic objectives.
Whilst working in operational roles, I have sought opportunities to contribute to the development of strategies and corporate objectives. Being involved in these activities provided me with demonstrable outcomes to use in recruitment processes.
Whilst demonstrating strategic thinking is a must during interviews, do not let this stop you in applying. Operational matters are more prevalent in the board room than ever before, the hard part is finding the right balance. Quite often the devil is in the detail of the operations and key sets of data are what provide oversight of key issues such as keeping customers safe, which should be every housing associations priority. If operational delivery fails, strategy fails. Luke Jno-Baptiste
Learning and Development
Boards function best when there is mutual trust, open dialogue, and a willingness to challenge constructively, so establishing strong relationships with fellow board members and the executive team is essential. Confidence is important but so is knowing when to listen and reflect. The most effective NEDs strike a balance between assertiveness and humility, being unafraid to admit gaps in their knowledge and demonstrating a commitment to continuous learning.
Also, given the high regulatory standards in social housing, a solid understanding of governance principles is non-negotiable. Familiarising yourself with regulatory frameworks, compliance expectations, and risk management will allow you to fulfil your role responsibly. Additionally, housing providers face financial pressures and shifting policy landscapes, so staying informed of sector news will enable you to provide valuable oversight and guidance.
HS: Did you need to develop any new skills to be effective in your board role? If so, what resources did you use?
A key skill is developing and delivering the balance between the keenness to understand and support the organisation and maintaining an appropriate distance as a NED. Because you are naturally not involved in the organisation day to day it is important to be considered and deliberate in the information you need in order to contribute effectively. Stephen Russell
I had board experience as both an Executive and Non-Executive in industry prior to my most recent NED role in social housing, Many of the skills transfer well such as objectivity, tenacity, empathy and confidence. The Regulatory Framework for social housing, however, is completely new to me and something which I need to understand. At this stage I am using the experience of new colleagues to guide me as well as reading information readily available on-line. I also attended an NHF conference recently which I found very helpful. Jane Scott
Governance! Not just governance but good governance. There are lots of resources I used that are readily available such as the NHF Code of Governance, the Regulatory standards and the Sector Risk Profile. There are also a range of webinars that I have accessed through building my network on LinkedIn with legal firms and consultants. In a new NED role, I would recommend spending time with the lead governance officer to understand how governance is managed within that specific organisation and becoming familiar with the key governance documents (not the most exciting topic but extremely important).
I had and still have gaps in some critical areas such as finance. I have built up a great support network and often reach out to those with technical expertise from across the sector to learn from. I have never avoided asking for help and those who I have asked, have never refused.
I also completed a board traineeship, where I benefited from specific board training through the HDN and this covered important topics such as regulation, risk management, financial management and ED&I. I have also worked with a range of mentors who supported my development and built confidence. I still have utilise mentoring as invaluable resource to learn and overcome challenges. Ultimately, I am still working on my questioning skills, it sounds easy, but the challenge is digesting detailed and complex information and then being able to ask simple question to gain assurance. I have learned so much from other board members, so being attentive is crucial. Luke Jno-Baptiste
HS: And finally, what do you wish you’d known before joining your first social housing board?
I think what perhaps you do not appreciate is how important and useful the discussions and engagements are that happen outside of the formal meetings. This can include formal activity such as board away days or specialist briefings, or the informal discussions you have with fellow board members or staff from within the organisation. I find these really valuable and interesting. Stephen Russell
I had been given a very good induction prior to attending the first board and this, coupled with the papers being sent out well in advance, meant I felt well prepared. The induction included one to one’s with all the Executive team, but I had not met all the other non-executives at that stage. In hindsight, this may have been a useful thing to do. I would also say that taking more time to familiarise myself with the acronyms used in social housing could have been beneficial. Jane Scott
Firstly, the time commitment! Hundreds of pages of papers for multiple committees are no easy feat. It takes dedication and discipline to plan time to prepare for meetings. Over time I have developed my skills in preparing for meetings, identifying which papers need close scrutiny and which I can spend less time on. I look out for key decisions and discussion points to ensure I am as fully prepared as possible so I can contribute effectively to meetings.
Secondly, good boards want you to be yourself. You are not expected to be an expert in everything, so don’t try to be. You will be recruited based on your own experience, skills and knowledge, be confident in these and share your views. In areas you are not so confident, keep it simple, ask simple questions as they often lead to best discussions. This is still an area I am developing in, but having a great board chair definitely helps. Luke Jno-Baptiste
As a final thought, during the process of researching board roles, preparing your CV, interview preparation and ultimately joining an organisation, it’s vital to remember the fundamental purpose of your role as a board member. Social housing is not just another industry, it’s about improving lives through safe and affordable homes. The most effective NEDs bring not only their professional expertise but also a strong sense of purpose and commitment to the organisation’s social mission. Approach the role with curiosity, integrity, and a balance of challenge and support, and your contribution will make a real difference.
