Insights From a Homeownership Manager: The Importance of a Personable Nature For Interim Leaders
14 May, 20251-2 minutes
In this blog, you will learn:
- What attracted this interim Homeownership Manager to work in the public sector.
- Their thoughts on the traits needed to be a great interim leader.
- Where the latest interim jobs are and how to apply for them.
After a successful career within local authority spanning many years, we recently spoke to a professional who came out of retirement to pursue a career within the interim market. Thanks to the nature of moving from contract to contract and ability to fit work around family life, interim work appealed to this Homeownership Manager.
Now with a wealth of experience across the Housing Association sector, including managing teams and writing a Grounds Maintenance (GM) contract, we’re delving into this interim professionals' thoughts on what makes a great interim leader.
Can you walk me through your career journey and how it led you to interim work?
I started work in 1987 as a Temporary Assistant Right to Buy Officer with a London local authority. After 6 months they had a big re-organisation and I was appointed a Right to Buy Manager. I then branched out into the after-sales side and spent 15 years in London local government, followed by moving into the Housing Association sector.
I tried to retire a couple of years ago, but having two teenage children inspired my return to work. I fell into interim work when I was between roles and a former colleague asked if I’d be interested in looking at their company’s service charges.
What attracts you to interim work in the public sector specifically?
It’s an environment I am very familiar with and I like the opportunity to drop in, perform some specific tasks, achieve some set goals and targets and then move on.
Tell us about your most recent interim role — what was your brief and what impact did you deliver?
My last role involved managing a team of three managers and a dozen staff reporting to them, that provided Home Ownership services. I was asked to ensure business as usual and identify any ‘skeletons’ that may have been hidden away.
In respect of the former, the team provided their services in the face of a major IT issue and the government’s inadvertent massive boost to Right to Buy applications.
I also managed to provide a database of information for their small shared ownership portfolio and calculate their annual rent increase correctly. Hopefully next year's increase will be simpler for the team to manage.
How do you typically approach your first 30 days in a new assignment?
I try to get a handle on three key areas:
- The people - I meet the key individuals and establish where mine and my team’s priorities fit in with them.
- The systems - Identifying the IT I need to use, where information is stored and the needs of the business. This includes their policies and procedures.
- The key properties - If I get the chance I like to go and see them and become familiar with them and the issues they present.
What’s your proudest career achievement so far?
I have two! At one Housing Association I created from scratch their Home Ownership team. I am also a Fellow of the Property Institute which I am very proud of.
What's the most valuable lesson you’ve learnt in your career so far?
Be decisive and make decisions when needed. Mistakes will be made, but the key thing is to learn from those mistakes and not repeat them.
Describe a time when you led a change programme in a public sector organisation. What were the key challenges and outcomes?
One Housing Association I was with had no contracts in place for either legal services or grounds maintenance. I wrote a Grounds Maintenance (GM) contract and arranged for it to be tendered and I met with a number of representatives from legal firms to regularise that situation.
The key challenges were to win over the management team to both approaches, review and revise all the service charges flowing from the GM service and involve residents in letting the new GM contract. Both the contract and the new legal arrangements went live successfully.
What makes a great interim leader, in your view?
There are a number of qualities needed but in my view, as you meet and deal with so many different people, an open approach and a friendly and personable nature would be the most important.
Alongside this, flexibility and a degree of humility are great traits. You’re not in a role to point out all the mistakes, you are there to put them right and you should always remember that you will have made your own mistakes too!
Have you pursued any recent professional development or certifications to support your interim work?
Nothing recently, but I am already a Fellow of the Property Institute (formerly the IRPM).
Interim jobs
If you’re searching for your next interim job, why not take a look at the latest vacancies, or simply upload your CV to be notified when a relevant position becomes available.
Interim recruitment services
As interim recruitment specialists, we support local authorities nationwide with their temporary and interim recruitment needs.
We operate across a number of specialisms including Health & Social Care, Nursing, IT and Corporate Functions.
If you’re struggling to fill a vacancy, why not get in touch with Lead Consultant, John Shorrock on 01772 954200 to see how we can help?
Share your experience
Every individual brings a unique set of experiences, thoughts and insights to the table. We believe in giving a voice to a community of professionals to inspire positive change and champion reform in the interim sector.
If you work in the interim sector and would like to share your own personal and professional experiences, we’d love to hear from you. Perhaps you have a different perspective, could offer a fresh angle, or want to challenge assumptions.
Simply reach out to our Head of Content, Nicole Sherwood, to discuss a collaboration which makes your voice count.
Who is Spencer Clarke Group?
Established in 2017, we’re an award winning and progressive recruitment agency based in the heart of the North West. Our reputation is built on trust, expertise and an unwavering commitment to exceed expectations.
In 2024, we were named Recruitment Agency of the Year at the prestigious Recruiter Awards, an accolade we are extremely proud of.
We operate in two sectors:
In eleven specialisms:
Healthcare, Social Care & Nursing
Corporate Functions & Business Support
