At ema consultancy, we’ve long worked with senior leaders who take on non-executive director (NED) and chair roles alongside their executive positions. It’s not a new phenomenon, but it remains one of the most meaningful ways serving CEOs and senior executives can contribute to the wider housing sector – and importantly, transition into a different type of leadership.

Becoming a chair or NED isn’t simply an extension of the day job, writes Anne Elliott, Managing Director, ema consultancy. It requires a change in mindset, a shift in pace and a different way of influencing. For experienced CEOs and senior executives used to leading from the front, stepping into a non-executive role offers the chance to lead from behind – to guide, support and challenge without being in the operational driving seat.

A shift in leadership style

This transition from executive to non-executive thinking can be hugely enriching – for both the individual and the organisation. It’s about letting go of delivery and focusing on stewardship. It’s about asking the right questions, rather than having all the answers. And it’s about understanding where the line lies between oversight and involvement.

For many serving CEOs and senior executives, it’s also an opportunity to reflect on their own board relationships, seeing governance from the other side of the table and deepening their understanding of what strong board-executive dynamics really look like.

Balancing responsibilities

Taking on a NED or chair role alongside a CEO or senior executive, post is a serious commitment – and not one to take lightly. It requires clarity around time, expectations and boundaries. But when that balance is struck, the value can be significant.

Boards benefit from a voice grounded in the realities of current sector challenges – regulation, risk, financial pressures and resident engagement – while CEOs and senior executives gain fresh strategic perspectives and the opportunity to contribute to a shared sector mission.

What makes this work?

The most effective transitions happen when the individual embraces the shift in role, recognising that non-executive leadership is about influence, not instruction. Successful CEO/senior executive-chairs and NEDs tend to bring:

• Sector insight – deep, up-to-date understanding of policy, practice and delivery.
• Strategic thinking – ability to stay focused on the long view, even amid complexity.
• Empathy for executives – understanding the demands of leadership and supporting rather than directing.
• Board fluency – knowing how to contribute to healthy challenge, good governance and constructive decision-making.

Why it still matters

While the concept of dual-role leadership isn’t new, its importance hasn’t diminished. The sector continues to face mounting pressures – from regulation to affordability to climate change. Boards need strong, insightful governance now more than ever.

The contribution of a serving CEO or senior executive in a NED or chair role can offer both credibility and clarity — someone who speaks the language of delivery, but understands the responsibilities of governance.

Supporting the shift

At ema consultancy, we’ve supported many boards and senior leaders through this transition — helping to match organisations with non-executive talent that brings both lived experience and a willingness to adopt a new leadership style.

When the match is right, the results speak for themselves: stronger boards, better-informed decision-making and greater confidence at both governance and executive levels.

Thinking about your next move?

If you’re a serving CEO or senior executive considering how you can contribute to the sector in a different way, a non-executive role could be the next step in your leadership journey.

And if your board is looking for a chair or NED who brings not only sector experience but the mindset to support and challenge effectively, ema consultancy can help.

We’ve been working with housing associations and senior leaders for almost 20 years – and we’re here to support your next chapter. Get in touch: anne.elliott@emaconsultancy.org.uk