Going backwards is not an option: Why the housing sector must confront the decline in Black executive leadership

The National Housing Federation’s (NHF) latest diversity research should be a wake-up call for every housing association leader. We cannot claim to champion equality while allowing ethnic diversity at executive level to move backwards.

I have spent most of my career in social housing because I believe passionately in its purpose – providing homes, strengthening communities and tackling inequality. Our sector prides itself on fairness, inclusion and opportunity. But are we living those values within our own organisations?

The NHF’s report, How diverse is England’s housing association workforce in 2026?, provides a sobering answer. While there has been progress in some areas, the overall ethnic diversity of executive teams has declined since 2023. Black representation among executives remains stubbornly low at just 3%.

For me, as a Black chief executive, this is deeply disappointing. In 2026, we should be moving forward, not backwards.

Drawing on responses from 185 housing associations representing 79% of the sector’s homes in England, the research offers a comprehensive picture of workforce diversity.

There are positive findings. Board diversity has improved, with greater representation of people from ethnic minority backgrounds, women and disabled people. That progress deserves recognition.

However, executive teams remain disproportionately White, male and older than the wider workforce. Black people remain particularly underrepresented in senior executive positions.

How can we celebrate greater diversity at board level while accepting that executive leadership is not reflecting the same progress?

These figures represent real people, careers and aspirations. Despite years of strategies, pledges and commitments to equality, diversity and inclusion (EDI), we must ask why leadership teams still fail to reflect the diversity of our workforce and communities

From commitment to accountability

The housing sector has spent years discussing leadership diversity, establishing networks, publishing strategies and making commitments. Many initiatives are well intentioned, but good intentions are not enough.

If executive teams are becoming less ethnically diverse overall, we must acknowledge that our current approaches are not delivering the results we need. Diversity cannot simply be a statement on a website or an item on a board agenda. It must be reflected in who holds power, makes decisions and gets the opportunity to lead.

Across housing management, finance, development and other disciplines, talented Black professionals are contributing to our sector. Yet their representation at executive level remains disproportionately low.

Are they receiving the same development opportunities, mentoring and sponsorship as their peers? Are recruitment processes genuinely inclusive?
Are we challenging unconscious bias and traditional assumptions about what a chief executive should look like? And are boards prepared to challenge the status quo?

The barriers are not always visible. They can exist in organisational culture, informal networks and decisions about who is considered ready for leadership. Talent is not the problem. We must examine whether our systems consistently recognise, develop and reward it.

Leadership must drive change

As Chief Executive of Nehemiah Housing Association and Chair of Midland Heart, I recognise the importance of representation. Seeing leaders from underrepresented backgrounds can demonstrate that leadership is possible and that different experiences are valued.

But representation is about more than role models. It brings diverse perspectives into decisions affecting communities with different cultures, experiences and aspirations.

We cannot credibly champion social justice externally if we are unwilling to confront inequality within our own organisations. Boards and chief executives must take responsibility. Improving representation cannot be left solely to HR teams, EDI leads or staff networks. It is a strategic leadership issue.

Every board should ask whether its executive team reflects the communities it serves, understands barriers to progression and creates meaningful development opportunities.

We must also examine recruitment agencies, candidate networks, selection criteria and expectations of leadership experience. If we recruit through the same networks using the same assumptions, we should not be surprised by similar outcomes.

Five commitments that could make a difference

The sector needs practical, measurable action:

1. Greater transparency: Share meaningful data on ethnic diversity across organisational levels, including executive leadership.

2. Stronger leadership pipelines: Provide Black professionals with structured development, mentoring, sponsorship and opportunities to gain executive experience.

3. Fairer recruitment: Review how candidates are identified, assessed and appointed to ensure processes are genuinely inclusive.

4. Board accountability: Set clear objectives, regularly review progress and challenge insufficient results.

5. Inclusive cultures: Ensure people feel valued, supported and able to progress once appointed.

These commitments are not about lowering standards. They are about removing barriers and ensuring equality of opportunity.

We must deliver lasting change

I recognise the significant pressures facing housing associations, from building safety and investment in existing homes to financial challenges and the need for more affordable housing. But EDI cannot become optional when other priorities intensify. It is fundamental to our organisations’ strength and credibility.

I welcome the NHF’s continued commitment to gathering evidence. Data helps us understand the problem and measure progress, but data alone cannot create change. Leadership can.

The underrepresentation of Black leaders and the decline in overall ethnic diversity at executive level should concern every chair, chief executive, executive director and board member.

Ultimately, what kind of sector do we want to be? One that talks about opportunity, or one that creates it? One that celebrates diversity in principle, or demonstrates it through leadership and decision-making?

My message is simple: going backwards is not an option.

We have the talent, the evidence and the responsibility. Now we need the collective determination to turn our values into visible, measurable and lasting change. Our communities, our colleagues and the next generation of housing leaders deserve nothing less.