Welcome to the inaugural edition of The Housing Collective Report, the companion newsletter to The Housing Collective podcast. Each edition will take a reflective and analytical look back at a past episode, distilling key leadership lessons, personal insights, and sector-shaping reflections from some of the most influential voices in and around UK housing.
To launch the series, we revisit our very first episode, featuring Sarah Jones, the former Chief Executive of Anchor, one of the UK’s largest providers of housing and care for older people. Sarah’s journey from a commercial background in retail to becoming a sector leader in social housing offers a compelling case study in values-based leadership and the evolving nature of executive influence.
From Corporate Finance to Social Housing
Sarah began her career in finance, working in senior roles within large retail and wholesale businesses, including private equity environments. When she moved into the housing and care sector by joining Anchor in 2014 as Finance Director, it marked a significant and values-driven shift in her career trajectory.
“I found the thread between who I was privately and professionally was stretched to breaking point. I wanted to work in a sector that reflected what I hold to be true and important.”
This decision was not without its detractors. Sarah recalls being told by a recruitment consultant that she had "killed her career" by moving into the not-for-profit sector. Yet this risk, as it turned out, laid the foundation for a highly successful and impactful leadership journey, culminating in her appointment as Anchor’s CEO in 2022.
Her story offers an important reminder for senior professionals: career pivots, when guided by values and self-awareness, can lead to greater fulfilment and influence than linear progression ever could.
Reframing Leadership: The Transition to CEO
One of the central insights Sarah shared was the reality of moving from the CFO role into the CEO role. It was not simply a change in scope or visibility, but a fundamental shift in how authority is exercised.
“As a CEO, you are accountable for everything but responsible for nothing. You have to bring people along with you.”
This shift, from directive authority to relational leadership, is particularly relevant in the housing sector where success depends on influencing multiple stakeholders, navigating complex governance structures, and balancing diverse community needs.
Sarah’s experience reminds us that effective leadership is not always about control. It is often about credibility, emotional intelligence, and the ability to shape culture and direction through trust and shared purpose.
Lessons for Sector Transitions
Sarah’s move from the commercial to the social sector offers a wealth of guidance for leaders considering a similar step. It is increasingly common for professionals from finance, retail, logistics, and health to seek roles in social housing. But as Sarah notes, it must be a move grounded in conviction, not convenience.
“Do not come into this sector thinking you have earned a rest. It will feel harder. You must be doing it for the right reasons.”
The housing sector, particularly in roles involving care or support for older people, brings a level of emotional and operational complexity that is often underestimated. Leaders must be prepared to adapt to a more nuanced, mission-led environment where outcomes are judged not only by metrics but also by the lived experience of residents and service users.
There is no room for cynicism or detachment. The most effective leaders are those who genuinely believe in the purpose of the organisation, and who are willing to bring humility as well as strategic rigour to their role.
On Being an Internal Candidate
One particularly powerful section of our conversation addressed the experience of stepping up internally into the Chief Executive role. Sarah shared her reflections on competing for the role following the long-standing tenure of her predecessor, Jane Ashcroft.
“If you are an internal candidate, do not overlook the value of your inherent knowledge. Too often we compare ourselves to an idealised external profile that does not exist.”
She challenged both aspiring leaders and boards to reassess how internal talent is evaluated. Boards, she suggested, can sometimes be drawn to the appeal of external candidates, underestimating the depth of understanding and alignment that internal candidates may offer.
This was a clear call for self-confidence: to recognise one’s own experience as a strategic asset, rather than a limiting factor. Her advice to aspiring leaders, particularly women, was to silence the inner critic that demands perfection before pursuing opportunity.
“It is a truism that women think they need to tick every box before applying for a job. They don’t. And the people they are up against won’t.”
Values, Authenticity and ‘Radical Candour’
A recurring theme in our conversation was authenticity. For Sarah, leadership begins with being true to one’s values and using that as a compass for decision-making and communication.
She referred to a concept that resonated deeply with many listeners: radical candour. This is the ability to be direct and honest while maintaining compassion and care. It is, in essence, what great leadership requires in uncertain times.
“Someone brilliant introduced me to the idea of radical candour. I realised I had been doing it for years without knowing what it was called.”
In a sector that is often pulled in multiple directions between regulatory pressures, social mission, operational risk and financial stewardship this clarity of voice and tone can be an anchor. It builds trust, sharpens culture, and ensures that organisations remain focused on what matters most.
Sarah’s Leadership in Summary
As we continue to see greater convergence between public service delivery and commercial leadership disciplines, Sarah Jones’s journey stands as an instructive and inspiring example of what it takes to thrive across that divide.
Her reflections are a valuable resource not just for those in housing, but for any leader navigating change, growth or renewal.
To summarise her core messages:
- Career transitions must be values-led, not convenience-led
- The CEO role is about influence, not instruction
- Imposter syndrome is common, but rarely accurate
- Internal candidates must value their proximity to the mission
- Authenticity and clarity of purpose are the foundations of trusted leadership
Quick Reflections
To close the episode, we asked Sarah a few rapid-fire questions. Her responses were characteristically clear and thoughtful:
Most valuable leadership lesson?
“If you have principles, stick to them.”
Advice to aspiring leaders?
“Go for it. Recognise your value and what you bring to others.”
Essential leadership quality in today’s world?
“Authenticity.”
Recommended book?
The Thursday Murder Club by Richard Osman.
