Becoming a Chair or NED in Housing: Lessons from Yvonne Castle, Chair of Railway Housing

The housing sector is entering one of its most demanding periods in decades. Regulation is tightening, resident expectations are rising, and boards are under unprecedented scrutiny. The Social Housing (Regulation) Act, consumer standards, damp and mould accountability, and a renewed focus on resident voice have fundamentally reshaped what good governance looks like. In this environment, the role of a Chair or Non‑Executive Director is not simply ceremonial or advisory, it is central to organisational resilience, cultural tone, and regulatory success.

Yet despite this, the responsibilities of Chairs and NEDs are often misunderstood. From the outside, board roles can appear distant, strategic, even glamorous. But inside the sector, leaders know the reality: these roles demand time, emotional intelligence, curiosity, and a deep commitment to residents and communities. They require people who are willing to learn, to challenge, to listen, and to hold space for difficult conversations.

To explore what great governance really looks like in practice, I spoke with Yvonne Castle, Chair of Railway Housing and former Chief Executive. Yvonne has seen the sector from every angle, operational, strategic, and now as a governance leader. Her reflections cut through the noise and offer something rare: grounded, human, and deeply practical advice for anyone who aspires to lead at board level in housing. She speaks with the clarity of someone who has lived the pressures of executive leadership and now understands what boards need to do differently. Her insights illuminate not just the mechanics of governance, but the mindset, behaviours, and values that underpin truly effective Chairs and NEDs. What follows is a synthesis of her experience, a guide for future leaders who want to step into these roles with purpose, humility, and impact.

1. Start with Genuine Commitment, Not Status

Yvonne is unequivocal: the foundation of great governance is sincerity.

“Any chair has to have a genuine desire to be part of that organisation. You want to help that organisation, not just rock up for the title.”

It sounds simple, but it’s a profound test. Too many people view board roles as the next rung on a career ladder, a badge of seniority, or a way to “give something back” without fully understanding what that actually requires. In housing, a sector defined by regulation, risk, and real human impact, that mindset simply isn’t enough.

Authenticity matters because the role is far more involved than many realise. Chairs and NEDs must invest time, energy, and emotional bandwidth. They must be present, not performative. They must be willing to learn, to listen, and to show up consistently, even when the work is uncomfortable or the scrutiny is intense.

For aspiring NEDs, the same principle applies. Boards can feel prestigious, but prestige won’t sustain you through the complexity of regulated housing. Purpose will.

Questions every aspiring Chair or NED should ask themselves

These prompts help the reader move from passive interest to active self‑assessment:

• Why this organisation? If the answer is vague or generic, you’re not ready. A Chair must feel a genuine connection to the mission, the communities served, and the challenges ahead.

• What am I prepared to give, not just gain? Time, attention, emotional labour, and a willingness to engage deeply with residents’ realities are non‑negotiable.

• Do I understand the weight of the role? Chairs and NEDs influence safety, compliance, culture, and trust. This isn’t symbolic leadership, it’s stewardship.

• Am I willing to learn continuously? Regulation shifts. Resident expectations evolve. Boards must keep pace. Curiosity is a core competency.

• Can I commit to being visible and available? Not just at board meetings, but in the quieter moments: check‑ins with the Chief Executive, scheme visits, resident conversations, and informal touchpoints with fellow board members.

Practical actions to build genuine commitment

These steps help aspiring leaders move from intention to preparation:

• Spend time understanding the organisation’s purpose and pressures. Read board papers, annual reports, regulatory judgments, and resident feedback.

• Talk to people inside the organisation. Ask community based colleagues, residents, and executives what the organisation needs from its board.

• Reflect on your values. Where do they align with the organisation’s mission? Where might they be tested?

• Observe a board meeting. This is one of the clearest ways to understand the culture, expectations, and pace of governance.

• Be honest about your motivations. If the role is primarily about profile, influence, or career progression, pause. Housing needs leaders driven by service, not status.

2. Build a Strong, Honest Relationship with the Chief Executive

Yvonne is clear that the Chair–Chief Executive relationship is the backbone of effective governance. When this relationship works, the organisation works. When it falters, everything else becomes harder, decision‑making slows, trust erodes, and the board becomes reactive rather than strategic. At its best, this partnership is built on four pillars:

• Regular check‑ins

• Openness and honesty

• A shared understanding of boundaries

• Mutual trust

These aren’t soft skills, they are structural necessities. A Chief Executive needs a Chair who is available, grounded, and willing to listen. A Chair needs a Chief Executive who is candid, prepared, and unafraid to surface challenges early.

Yvonne is clear that this relationship is not about control or micromanagement. It’s about creating a safe, transparent space where the Chief Executive can think, test ideas, and raise concerns without fear of judgement.

A great Chair doesn’t hover, they hold space. They create clarity, not pressure.

Why this relationship matters so much in housing

The housing sector is uniquely complex. Chief Executives are navigating:

• regulatory inspections

• safety compliance

• resident expectations

• financial pressures

• political scrutiny

Without a strong Chair, the Chief Executive carries this weight alone. With one, they have a strategic partner, someone who can help them prioritise, reflect, and stay grounded.

Actions for aspiring Chairs and NEDs

These steps help future leaders understand what it really takes to build this partnership:

• Schedule regular, structured conversations. Not just formal 1:1s, but informal check‑ins that build trust and reduce surprises.

• Agree clear boundaries early. What is operational? What is strategic? What does escalation look like? Clarity prevents tension later.

• Create psychological safety. Make it explicit that the Chief Executive can bring bad news, emerging risks, or personal concerns without fear of blame.

• Be consistent. Reliability builds trust. If you say you’ll do something, do it. If you ask a question, follow up.

• Listen more than you speak. Chairs who dominate conversations shut down insight. Chairs who listen unlock it.

• Be curious, not critical. Replace “Why did this go wrong?” with “Help me understand what’s happening here.”

• Show up prepared. A Chair who hasn’t read the papers signals disrespect. Preparation is a form of partnership.

Questions to reflect on

For anyone aspiring to a Chair or NED role, these prompts help assess readiness:

• Can I build a relationship based on trust rather than authority?

• Am I comfortable hearing difficult information without reacting defensively?

• Do I know how to challenge constructively, without undermining?

• Am I willing to invest time in understanding the Chief Executive as a person, not just a role?

• Can I hold boundaries without becoming rigid or intrusive?

3. Treat the Board as a Team, Even If It Meets Infrequently

Housing boards often meet only every couple of months, which makes team cohesion harder than in almost any other leadership environment. You’re asking a group of people, with different backgrounds and levels of experience, to come together sporadically and make high‑stakes decisions about safety, finance, risk, and resident wellbeing. That’s a tall order.

Yvonne sees it as the Chair’s responsibility to bridge that gap and create the conditions for a genuinely high‑performing team.

“I like to see my board as a team. How do you create a high‑performing team when you only meet every so often? Sometimes it’s the little things, a WhatsApp group, the odd phone call.”

Those “little things” matter more than people realise. They create continuity between meetings. They build familiarity. They help board members feel connected to one another, not just to the agenda. This is where Chairs can be creative. Informal touchpoints build trust. Trust builds candour. Candour builds better decisions.

Why this matters in housing

Boards in the housing sector deal with:

• sensitive resident issues

• regulatory scrutiny

• complex risk profiles

• financial pressures

• reputational stakes

Without a sense of team, board members can become passive, deferential, or overly cautious. With a sense of team, they challenge constructively, share responsibility, and bring their full expertise to the table.

Actions for aspiring Chairs and NEDs

These steps help future leaders understand how to build cohesion in a low‑frequency environment:

• Create informal communication channels. A WhatsApp group, a shared Teams chat, or a simple email thread can keep the board connected between meetings.

• Make personal contact routine. A quick call to check in, share context, or ask how someone is finding their role goes a long way.

• Use meeting time to build relationships, not just process papers. Start with a short reflective question, a round‑table update, or a moment of learning.

• Pair new NEDs with experienced ones. Buddying accelerates confidence and helps new members feel part of the team from day one.

• Encourage board members to meet outside formal settings. Scheme visits, resident events, or informal coffees help people understand each other’s perspectives.

• Acknowledge different personalities and working styles. Some board members need time to reflect; others think aloud. A good Chair creates space for both.

• Celebrate small wins. Recognising progress, even quietly, reinforces shared purpose.

Questions to reflect on

For anyone aspiring to lead a board:

• How do I help people feel part of something they only see every few months?

• What small rituals or habits could strengthen connection?

• How do I ensure quieter voices are heard, not overshadowed?

• Am I willing to invest time in relationship‑building, not just governance mechanics?

• What does “team” mean in a governance context, and how will I model it?

4. Stay Ahead of Regulation, It’s Non‑Negotiable

If there is one area where Chairs and NEDs cannot afford to be passive, it is regulation. The regulatory landscape in housing is shifting at pace, and with real consequences. Consumer standards, safety requirements, transparency expectations, and resident engagement obligations have all tightened. Boards are now expected to demonstrate not only compliance, but assurance, a clear, evidenced understanding of how the organisation is performing and where risks lie.

For Yvonne, this is one of the biggest time commitments for any Chair or NED.

“Regulation is huge. You need to understand what needs to happen in a regulated environment and how to stay on the good end of it.”

This isn’t optional learning. It’s core to the role. A Chair who doesn’t understand regulation cannot lead. A NED who doesn’t understand regulation cannot challenge. And a board that doesn’t understand regulation cannot protect residents or the organisation.

What staying ahead of regulation really involves

It means committing to:

• Keeping up with new standards Consumer standards, safety requirements, and regulatory expectations evolve, and boards must evolve with them.

• Understanding the organisation’s regulatory grades What do they mean? What sits behind them? What would cause them to change?

• Knowing where risks sit Not just the risks on paper, but the risks in reality, on schemes, in homes, and in resident experience.

• Ensuring board reports reflect resident voice and diversity Regulators expect to see evidence that boards understand the lived experience of residents, not just the metrics.

Risk discipline: the new norm

Every board meeting at Railway Housing ends with a risk review. Yvonne describes a simple but powerful set of questions:

• Has anything changed our risk appetite?

• Has anything changed our scoring?

• Has anything changed what we need to do to mitigate risk?

This discipline is becoming standard across the sector, and for good reason. It keeps boards alert. It prevents complacency. It ensures that risk is not a static document but a living, breathing part of governance.

Why this matters so much in housing

Housing is a regulated sector because the stakes are high:

• People’s homes

• People’s safety

• People’s wellbeing

Regulatory failure isn’t abstract, it affects lives. It affects trust. It affects the organisation’s ability to operate.

A Chair or NED who doesn’t understand regulation risks missing early warning signs, failing to challenge appropriately, or misunderstanding the seriousness of issues raised by residents or staff.

Actions for aspiring Chairs and NEDs

These steps help future leaders build regulatory confidence:

• Read the regulatory standards in full. Not summaries, the actual documents. Understand the intent behind each requirement.

• Study recent regulatory judgments. What went wrong? What was praised? What patterns are emerging?

• Ask to see your organisation’s self‑assessment. How honest is it? How robust? What evidence underpins it?

• Attend sector webinars and briefings. NHF & CIH, and others regularly run sessions on regulatory change.

• Request a deep dive on risk. Understand how risks are identified, scored, monitored, and mitigated.

• Visit schemes and speak to residents. Regulation is not just paperwork, it’s lived experience.

• Challenge board papers that lack resident voice. If our resident perspective is missing, incomplete, or generic, ask for more.

Questions to reflect on

For anyone aspiring to governance roles:

• Do I understand the regulatory expectations placed on housing associations?

• Am I willing to invest time in continuous learning?

• Can I confidently interpret risk information and ask probing questions?

• Do I understand how resident experience links to regulatory compliance?

5. Stay Resident‑Focused, Always

For Yvonne, resident focus isn’t a theme, it’s the anchor of good governance. In a sector where decisions directly affect people’s homes, safety, and wellbeing, board members must stay connected to the lived experience of residents. Not in a tokenistic way, but in a meaningful, structured, and ongoing way. Yvonne encourages board members to:

• Listen to call centres This is where the raw, unfiltered reality of resident experience lives, the frustrations, the patterns, the pain points, the things that don’t show up in dashboards.

• Visit schemes Seeing homes and community based work first‑hand gives context that no report can replicate.

• Understand the diversity of resident needs Residents are not a single group. They have different backgrounds, vulnerabilities, expectations, and lived experiences. Boards must understand this diversity to make fair, inclusive decisions.

• Check that board papers reflect resident voice If resident experience is missing, diluted, or overly sanitised, the board is not seeing the full picture.

This is where governance becomes both an art and a discipline. The challenge is staying strategic while still understanding operational reality. As Yvonne puts it:

“Don’t get involved in the detail, that’s for the Chief Executive. But understand enough to support regulatory standards and ask the right questions.”

It’s a balance: close enough to understand, distant enough to govern.

Why resident focus matters so deeply

In the current regulatory environment, resident voice is not optional. It is:

• a core part of consumer standards

• a key factor in regulatory judgments

• a driver of trust and legitimacy

• a moral responsibility

Boards that lose sight of residents lose sight of their purpose.

Actions for aspiring Chairs and NEDs

These steps help future leaders build a resident‑centred mindset:

• Schedule regular scheme visits. Not just once during induction, but annually, intentionally, and with curiosity.

• Ask to listen to call centre recordings or sit in on live calls. This is one of the most powerful ways to understand resident experience.

• Request resident‑focused metrics in board papers. Complaints themes, satisfaction trends, vulnerability data, and service performance should be visible and meaningful.

• Challenge papers that lack diversity insight. Ask: Whose voice is missing? Whose experience is not represented?

• Engage with resident panels or scrutiny groups. Not to influence them, but to learn from them.

• Reflect on your own assumptions. Governance requires humility. Residents’ realities may be very different from your own.

• Ask the Chief Executive how the organisation listens to residents. And how that insight shapes decisions, priorities, and risk assessments.

Questions to reflect on

For anyone aspiring to governance roles:

• Do I understand what life is like for our residents this organisation serves?

• Am I willing to spend time listening to community based voices?

• Can I stay strategic while still being connected to reality?

• Do I know how to ask questions that centre residents, not processes?

• How will I ensure resident voice is visible in every decision I make?

6. For Aspiring NEDs: Use the Network You Already Have

One of the most surprising truths Yvonne highlights is how close many aspiring NEDs already are to board opportunities, often without realising it. People imagine that becoming a NED requires an external invitation, a headhunter’s call, or a formal programme. In reality, the first doorway is usually much closer to home. If you’re an executive, senior manager, or head of service, you already have access to the very people who understand governance best:

• You already interact with board members. They see your work, your thinking, and your leadership behaviours. That visibility is a powerful asset.

• You can ask them for advice. Even if they can’t mentor you directly due to conflicts, they can signpost you to other NEDs in their networks.

• You can speak to your Chief Executive about observing a board meeting. This is one of the most effective ways to understand the rhythm, tone, and expectations of governance.

• You can ask the Chair directly for guidance. Chairs often welcome these conversations, it shows ambition, curiosity, and commitment to the sector.

Yvonne’s message is simple and direct: be proactive. Opportunities rarely fall into your lap. You create them by showing interest, asking questions, and stepping forward.

Sector‑wide routes into governance

Beyond your immediate organisation, the housing sector offers multiple structured pathways into NED roles. Many are free or low‑cost because housing associations are already members:

• National Housing Federation (NHF) Offers training, governance courses, webinars, and networking events that help you understand the expectations of board roles.

• Housing Diversity Network (HDN) Provides mentoring, leadership programmes, and a new NED network designed to support people from under‑represented backgrounds into governance.

• Northern Housing Consortium (NHC) Runs initiatives to bring younger people into board roles and broaden the diversity of governance across the North.

These platforms don’t just build skills, they build confidence, visibility, and community.

Why this matters

The housing sector needs new voices on boards:

• younger leaders

• people with lived experience

• people from diverse backgrounds

• people with operational insight

• people who understand modern resident expectations

Aspiring NEDs often assume they need to be “more senior” or “more experienced” before they can step forward. Yvonne challenges that assumption. Boards need people who are curious, values‑driven, and willing to learn, not people who believe they must already know everything.

Actions for aspiring NEDs

These steps help turn aspiration into momentum:

• Tell someone you’re interested. A Chief Executive, a Chair, a board member, or a mentor, naming your ambition is the first step.

• Ask to observe a board or committee meeting. This gives you insight into governance culture and expectations.

• Join a sector network. NHF, HDN, and NHC all offer accessible routes into governance learning.

• Request a governance mentor. Many organisations will happily pair you with someone experienced.

• Start reading board papers. Even if you’re not on the board, ask for access to understand how decisions are made.

• Reflect on your strengths. What perspective would you bring? Operational insight? Resident focus? Digital transformation? Lived experience?

Questions to reflect on

• Who in my current organisation could I speak to about my NED ambitions?

• What skills or experiences do I already have that would add value to a board?

• Which networks or programmes could I join this month?

• What’s stopping me from taking the first step, and is that barrier real or imagined?

7. Induction Matters, And Diversity of Experience Matters Even More

Once appointed, most housing associations offer strong induction programmes. They introduce new NEDs to the organisation’s strategy, finances, risks, and regulatory responsibilities. But Yvonne highlights a deeper, more human challenge: how do you help new board members feel confident, included, and able to contribute meaningfully when the board only meets every couple of months?

This is where many boards unintentionally fall short. The gaps between meetings can make new NEDs feel like outsiders. They haven’t built relationships yet. They’re still learning the language of governance. And in that uncertainty, it becomes easy, almost inevitable, to stay quiet.

Yvonne captures this dynamic clearly:

“People only meet every couple of months, so they don’t always feel part of the team. New board members can go along with the majority, and that’s not good. You’re not hearing everyone’s voice.”

This isn’t just a cultural issue, it’s a governance risk. When new NEDs don’t feel confident enough to challenge, boards lose diversity of thought. They lose the fresh perspectives that make governance stronger. They lose the very reason they recruited new voices in the first place.

Why diversity of experience matters

Boards need:

• people with lived experience

• people from different professional backgrounds

• younger voices

• people who understand digital, community engagement, or community based realities

• people who see risk differently

• people who ask questions others may overlook

But diversity only adds value when people feel safe and supported enough to speak.

How Railway Housing tackles this

Railway Housing uses a buddying system for new NEDs, a simple but powerful approach. New board members are paired with someone experienced who can:

• explain context

• answer “silly” questions (which are never silly)

• help them navigate board papers

• build their confidence

• encourage them to contribute early

This accelerates learning and helps new NEDs feel part of the team long before they’ve attended multiple meetings.

Actions for aspiring Chairs and NEDs

These steps help future leaders understand how to create, and benefit from, strong induction and diverse boards:

• As a Chair, design induction as a journey, not an event. Spread learning over several months. Reinforce it. Check in regularly.

• Pair every new NED with a buddy. Choose someone who complements their skills and personality.

• Create early opportunities for new NEDs to contribute. Invite them to join a committee, lead a question, or share insight from their professional background.

• Normalise questions. Make it clear that asking for clarification is a sign of engagement, not weakness.

• Review the balance of experience on the board. Too many long‑serving NEDs can create groupthink. Too many new NEDs can create uncertainty. Chairs must manage this mix intentionally.

• Check in privately with new NEDs after meetings. Ask what made sense, what didn’t, and what support they need.

• Encourage new NEDs to reflect on their unique value. They were appointed for a reason, help them see it.

Questions to reflect on

For aspiring NEDs:

• What support would help me feel confident early on?

• What unique perspective do I bring that others may not?

• How will I ensure I contribute, even when I feel new?

For aspiring Chairs:

• How do I create a culture where every voice is heard?

• How do I help new NEDs find their place quickly?

• How do I balance experience with fresh thinking?

8. Think Long‑Term About Your Own Chair Journey

Yvonne is only a year into her own Chair role, and she’s refreshingly honest about the reality of it. The time commitment is significant. The responsibility is weighty. And the learning curve, even for someone with deep executive experience, is steep. That honesty is important, because it reframes the Chair role not as a natural next step, but as a deliberate, long‑term commitment.

For those aspiring to Chair roles in the future, Yvonne’s advice is simple: pace yourself.

Becoming a Chair isn’t about rushing toward the title. It’s about preparing yourself, intellectually, emotionally, and practically, so that when the opportunity comes, you step into it with confidence and clarity.

What it means to prepare for a future Chair role

• Learn the craft of governance. Chairing is a skillset in its own right. It requires understanding board dynamics, regulatory expectations, risk, assurance, and how to create space for constructive challenge. This takes time and exposure.

• Build your confidence gradually. Confidence doesn’t come from seniority, it comes from experience. Committee roles, vice‑chair positions, and mentoring relationships all help you grow into the mindset of a Chair.

• Understand the sector deeply. Housing is complex, regulated, and constantly evolving. Chairs need a panoramic view, of residents, risk, finance, culture, and community. That understanding is built over years, not months.

• Develop your leadership style. Chairs don’t lead through authority, they lead through influence, tone, and emotional intelligence. Knowing how you show up in a room is as important as knowing the agenda.

• Be patient with your own trajectory. Not every NED is ready to be a Chair immediately. And that’s a strength, not a weakness. The best Chairs are those who have taken time to observe, learn, and reflect.

Actions for aspiring future Chairs

These steps help turn long‑term ambition into intentional development:

• Ask your current Chair for feedback on your board contributions. What do they see in you? What gaps should you work on?

• Take on committee chair roles. Audit, risk, customer experience, or remuneration committees are excellent training grounds.

• Seek out governance mentors. Many experienced Chairs are willing to support emerging leaders.

• Reflect on your own leadership behaviours. How do you handle conflict? How do you build consensus? How do you create psychological safety?

• Study great Chairs. Observe how they run meetings, how they listen, how they challenge, how they summarise, how they hold the room.

• Be intentional about your development. Attend governance training. Read regulatory judgments. Engage with sector networks.

• Don’t step forward too early, but don’t hold back too long. There is a sweet spot where readiness meets opportunity. Trust yourself to recognise it.

Questions to reflect on

• What kind of Chair do I want to be?

• What experiences do I still need before I’m ready?

• How am I building my understanding of risk, regulation, and resident voice?

• Who can help me grow into this future role?

• What would make me feel confident stepping into the Chair position when the time comes?

Final Thoughts: Leadership in Housing Requires Heart, Curiosity, and Courage

Yvonne’s advice paints a picture of leadership that is relational, grounded, and deeply human. In housing, Chairs and NEDs are not distant overseers or ceremonial figures. They are stewards of trust, guardians of resident voice, and partners to executive teams navigating some of the most complex challenges the sector has ever faced.

This is leadership that asks for more than technical skill. It asks for empathy. It asks for humility. It asks for the courage to ask difficult questions and the curiosity to keep learning long after the induction period ends. It asks for a willingness to sit with complexity, to listen deeply, and to hold the organisation’s purpose at the centre of every decision.

For anyone aspiring to these roles, the message is clear:

• Be genuine Authenticity builds trust, and trust is the currency of governance.

• Be curious The best board members are lifelong learners, not finished products.

• Be proactive Opportunities rarely arrive fully formed. You create them by stepping forward.

• Be resident‑focused Every decision touches someone’s home, safety, and wellbeing. Never lose sight of that.

• Be ready to learn, constantly Regulation evolves. Risks shift. Resident expectations grow. Great governance adapts.

And above all, remember that governance is not about hierarchy. It is not about status, prestige, or being the most senior voice in the room.

Governance is about service. Service to residents. Service to communities. Service to the organisation and its people. Service to the values that define social housing at its best.

If you lead with heart, curiosity, and courage, the sector will feel the difference.