Women in housing: what does it take to reach the top?
Kate Davies is chief executive at Notting Hill Housing Trust
Kate Davies Photograph: unknown/Kate Davies
Housing is a great career for an ambitious woman. We do vital work by providing affordable homes for poorer families (the majority headed by women) and improve degraded environments. At chief executive or director level it offers an opportunity to run a commercial business that exists to do social good.
I have worked for nearly 25 years in housing – going from development administrator to local authority director and housing association chief executive. I got to the top because I genuinely love the work and always find it stimulating. It uses a wide range of skills – a deep interest in people, a concern about poverty, a fascination with buildings and design, political sensitivity, leadership and communication skills.
We are a long way from gender equality, but I feel that young women today are much more skilled than I was at their age. They are more sophisticated and much more capable as young managers. I am really impressed by the young women we have at Notting Hill.
My advice to other women is to work hard, ask for help and offer it freely, and take pride in being of value to your organisation.
Carli Harper-Penman is director of communications and public affairs at Moat
Carli Harper-Penman
As I write this I'm preparing to speak on behalf of Women in Social Housing (Wish) at the CIH conference in Brighton. I was asked following my win at last year's Women in Housing ceremony, in the best communicator category.
I was delighted to even be considered for an awards programme which recognises the achievements of women in a sector that is still largely run by men. We make up most of the workforce in housing, but we're still under-represented in our executive teams and in our board rooms.
As the sector adapts to an external environment that changes almost daily, it's a prime opportunity for us to take a good hard look at how we do things inside our organisations. In the last year or so at Moat, we've been joined by a new chief executive, Elizabeth Austerberry, and a new chair, Liz McMeikan, joined us in November. They weren't recruited because they're women, but because they were the best candidates for the job.
It's a hugely challenging time but if there's any silver lining, it's that housing is finally in the spotlight. If more women are to become housing chief executives and board chairs, they must make use of these challenges and seize the opportunity to shine.
As we approach International Women's Day, to the female housing leaders of the future, I'd say this: don't settle because you don't think there's a place for you in the board room. Be proud of your social purpose – innovate, get creative and don't be afraid to apply commercial thinking to your cause.
Rachael Byrne is Home Group's executive director of care and support
Rachael Byrne
In 1984 as a fresh graduate from Manchester University I landed a job as a night assistant at a homelessness scheme in the city. It was a role which put me onto the path to where I am today – the director of the largest care and support provider in the UK responsible for services for 30,000 people each year.
Looking back over the past 30 years there are three key factors which have helped me throughout my career. I've always enjoyed and been passionate about my work. You spend a lot of your life at work so you should make sure you're doing something you enjoy. From working with homeless adults to helping ex-offenders make a new start, I've felt every moment has been worthwhile and has helped improve the lives of others. It's hard to be a success at something unless you truly love what you do.
I've also received help along the way. I can think of two or three key people who have been instrumental to my career. They mentored me and without their advice and support I doubt I would be in the position I'm in today. For anyone starting their career the importance of networking and finding people who will champion you is vital. It's something I now consciously do with those I work with making sure they have the opportunities to develop and the support they need to do so.
Finally no woman is an island. I'm able to travel throughout the UK and work away from home because I have a great support network and my husband Steve picks up a lot of slack at home with the kids. I can't imagine how I would have achieved what I have in my career and personal life without his support.
Debra Constance is head of business development at Osborne
Debra Constance
It's good to see more women getting to senior positions in registered providers and local authorities, but there are still very few doing so and even less working in the specialist affordable housing part of the construction industry.
Of the top 100 housing associations only 22 are led by women and only 13% of people in the entire construction industry are women.
The strong women we meet know that it's very much about promoting and being recognised for the positive differences in their approach rather than becoming one of the boys or thinking that nothing will ever change.
Nicola Dibb is the national chair and founder of Women in Social Housing
Nicola Dibb
I've worked for housing associations and the private sector and so know how difficult it can be for women, especially younger women, to have the confidence to speak up, make themselves heard and most importantly, be given respect and encouragement to improve and develop their career. Being good and committed to your job is important but digging deep and having the confidence in your convictions and to become visible in the organisation is what makes the real difference. Once you promote yourself and are noticed, the opportunities to do more will come – your opinion will count and everyone will want you on their team.