Case Study Housing Association

“The programme was to increase engagement for the leadership team, were we have seen significant success” Director of Organisational Development

Our client is a modern group of housing associations, charities and social enterprises working in the fields of housing, care and support services and social investment and enterprise. They deliver a wide range of services to approximately 6,000 people in 3,500 homes across the West Midlands.

Their vision is to be a ‘Beacon of Hope’ to disadvantaged communities in the ‘Age of Austerity’, fostering wellbeing, and supporting the realisation of dreams, independence, pride and potential. An important part of their mission is to champion sustainable development and to embed sustainability in all their activities.

They identified that the Government’s welfare reforms taking effect from April 2013 would have a major impact on the levels of service they would be required to provide to their already, largely vulnerable, client base. Urgent action was needed to prepare their leadership team to increase performance and productivity, and manage the significant cultural change and challenging times ahead.

Specific objectives
The group aimed to:

  • Build on their drive towards a ‘private company ethos’
  • Empower and engage their leaders
  • Improve the ability of their senior housing team to engage and inspire others
  • Develop a strong in-house mentoring culture

Maintaining or improving their ranking within the Sunday Times Top 100 ‘Not for Profit’ organisations was identified as an important success indicator.

Attendance on the Charisma Model programme was made mandatory for the senior housing team. During December 2012 and January 2013, we delivered the programme for 13 managers including the CEO, Financial Director, HR Director and Director of Housing.

Two members of the group were selected to train as Cultural Architects, to support and sustain the positive changes that the programme delivered.



– Before and after self-assessment surveys showed uplifts across 12/15 KPIs. Notable improvements were attained in the following areas:

  • ‘Perception of negativity at work’ reduced by 15%, indicating a definite trend from a ‘survival’ to a ‘growth’ mindset. < Does this need explaining as it’s out of context otherwise?
  • ‘Equipped to support others through organisational change’ improved by 10%. This area was seen as a critical success factor as the group had substantial cultural changes to manage through during 2013.
  • ‘Your energy levels at work’ increased by 10%, providing further evidence of a shift in attitudes and mindsets.
  • ‘Extent to which you trust the organisation’ and ‘How well you trust others’ both increased by 6%, signalling that attendees had become less defensive and that a better team ethos was beginning to develop.
  • ‘Ability to connect and engage others’ and ‘Handling difficult people / situations’ both moved up by 4% into the ‘High’ – ‘Very High’ categories.

In addition, the group scored how often they experienced 20 particular emotions in the workplace. Significant improvements were recorded:

  • Feeling ‘Competitive’ reduced by 14%, providing further evidence that the programme had made real in-roads into bonding the group.
  • Feelings of ‘Overwhelm’ and ‘Stress’ both reduced by 8%
  • Feeling ‘Worried’ reduced by 6%.

The group’s ranking in The Sunday Times Top 100 ‘Not For Profit’ 2013 league table remained unchanged – our client sees this as a most satisfactory result, particularly as 200 more organisations had entered than the previous year.

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