Welcome to the second edition of The Housing Collective Report, where we revisit conversations with the most influential voices in housing to unearth the leadership lessons, personal philosophies and strategic thinking shaping the future of our sector.
In this issue, we reflect on our discussion with Fiona Fletcher-Smith, Group Chief Executive of L&Q and Chair of the G15, the consortium of London’s largest housing associations. From her early career as a housing officer to running one of the country’s largest social landlords, Fiona offers a unique lens on what resilient, adaptive leadership looks like in a sector under pressure.
From Housing Officer to CEO: A Non-Linear Journey
Fiona’s route to executive leadership defies the traditional linear career ladder. Her first stint at L&Q was as a temporary housing officer during her university years. After moving into local government and senior roles at the GLA, she returned to L&Q in 2018 as Development Director despite not being a conventional choice for the role.
“They weren’t just looking for a development director. They were looking for someone with a broader view. That’s where my local government and policy background came in.”
Her story exemplifies the value of a varied background. Her experience across planning, transport, and environmental policy helped her develop one of the most underappreciated assets in housing leadership: the ability to listen, collaborate and problem-solve across multiple agendas.
Public Sector Roots and Transferable Skills
Fiona is clear about the often-undervalued contribution of public sector experience in shaping effective leaders.
“Leading in the public sector teaches you how to work with competing priorities, under financial constraint. It forces creativity, collaboration and transparency - skills that are vital in housing today.”
In a world where political cycles, resident scrutiny, and financial volatility collide, these are not soft skills. They are survival skills.
Her advice to emerging leaders is simple but powerful: do not downplay your public sector grounding. It prepares you for complexity in a way few environments can.
The Role of Resilience
A recurring theme in our conversation was the growing importance - and fragility - of resilience at senior levels. Fiona referenced the public resignations of political leaders like Nicola Sturgeon, citing burnout, and linked it to the rising pressures within social housing.
“If you’re not resilient and looking after your own wellbeing, you won’t be able to support your team or your residents.”
Resilience, in her view, is not innate. It is built through setbacks, self-awareness, and a commitment to learning from failure. When recruiting, Fiona explicitly seeks leaders who have navigated difficulty, not those who claim an unblemished track record.
“I ask people to tell me about a time something went wrong and how they handled it. If someone says nothing’s ever gone wrong, they’re not what I need.”
Leading Peers and Setting a New Tone
When Fiona was appointed Chief Executive in early 2021, she inherited a team of peers, colleagues who had sat alongside her at the executive table. The transition required care, intentionality, and a shift in how she led.
“Succession planning at L&Q was strong, and the executive team helped develop the corporate plan we launched together. That gave us a shared sense of ownership and direction.”
Her approach was built on trust and mutual understanding. Despite the constraints of lockdown and the absence of face-to-face engagement, she fostered openness through a structured, yet personal leadership culture.
Building a Culture of Radical Candour
A standout element of Fiona’s leadership philosophy is her use of radical candour, a culture of feedback grounded in care and mutual respect.
“We start every executive meeting with a check-in. We’ve done insights, explored our hot buttons, shared our working styles. So when difficult conversations happen, we’re ready for them.”
This investment in relational leadership is not a luxury. In an organisation of L&Q’s scale, it is essential. High-performing teams cannot be built on technical competence alone. They require emotional fluency, psychological safety, and the willingness to challenge each other for the greater good.
Navigating Strategic Change
Fiona succeeded David Montague, a highly respected figure known for ambitious growth, including a pledge to build 100,000 new homes. Fiona has taken L&Q in a different direction, driven by emerging realities: building safety, investment in existing homes, and budget constraints.
“David’s ambitions were right for the time. But circumstances change. My job is to be a trustee—to leave the organisation better than I found it.”
This concept of leadership as stewardship, serving both present needs and future sustainability, is increasingly relevant in a climate where short-term pressures can easily overshadow long-term value.
Facing Media Scrutiny with Openness
In a sector under constant public scrutiny, Fiona advocates for a balanced response. She credits figures like Quajo for bringing resident issues to the forefront and reminding housing associations of their core mission to care.
“We need to listen to the criticism. There’s often truth in it. But we also need to push back when it’s misleading or stigmatising.”
Her concern about the stigmatisation of social housing is clear. While the sector must be honest about where it falls short, it must also defend the dignity of its residents and the integrity of its purpose.
Expanding Leadership Through Purposeful Roles
In addition to her role at L&Q, Fiona now chairs the G15 and the Centre for London. Her advice to other executives considering additional responsibilities is to be strategic and self-aware.
“Make sure it complements your day job, or that it comes from a genuine personal passion. And always have the full backing of your Chair and Board.”
For her, G15 opens doors to government, and the Centre for London taps into a longstanding interest in urban equity. Neither are paid. Both require careful time management and clarity of purpose.
Fiona’s Leadership in Summary
Fiona Fletcher-Smith’s leadership story is one of adaptability, authenticity, and purpose. She leads with a rare combination of policy literacy, people intuition, and commercial awareness.
From succession planning to executive culture, media engagement to regeneration, her approach is pragmatic and human. She brings clarity to complexity without losing sight of care and ambition.
Her leadership lessons are clear:
- Public sector grounding prepares leaders for multi-dimensional challenges
- Resilience is built through adversity, not avoided through perfection
- Radical candour strengthens executive teams and sharpens decision-making
- Leadership is stewardship: deliver the present and protect the future
- Curiosity and self-awareness are as vital as confidence and competence
Quick Reflections
As is tradition in The Housing Collective, we closed with Fiona’s personal reflections:
Most valuable leadership lesson?
“People respond better if you ask them, not tell them. That advice came from my dad when I was nine.”
Advice to aspiring leaders?
“Volunteer for everything. I once managed mortuaries and implemented an IT system. Just say yes.”
Most important leadership traits today?
“Curiosity and resilience.”
Book recommendation?
Black Box Thinking by Matthew Syed – for its lessons on transparent, shared learning and safety cultures.
