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INTRODUCTION TO PART TWO – LEADING TOMORROW
economics to understand the decision-making processes of customers both as
individuals and as groups. This is being driven by the need for the housing industry to
develop better approaches to customer relationship management, more discerning ways
of working with diverse customers over a much broader product and service offer; and
greater personalisation of services.
Resiliance – The housing industry is already witnessing growing social pressures which
are emerging from public spending cuts, welfare reform and a protracted economic
downturn. While we have discussed in some detail greater commercialisation in the
industry; providers are also focusing on their traditional role of providing support to
some of the most vulnerable and disadvantaged members of society. There is no doubt
that this will exact a psychological and emotional toll on staff working with individuals
experiencing very difficult and traumatic situations. This will be exacerbated by the need
for landlords to ensure rents are collected. Staff will need support to develop resilience
in the face of stress and adversity arising from this difficult dual role.
Coaching and mentoring – A number of organisations illustrated in part two of this
anthology have invested a great deal of time and effort in coaching and mentoring both
staff and individuals in communities. Coaching and mentoring are ways of taking a
person-centred approach to learning and skills development and developing a better
understanding of an individual’s needs, motivations and aspirations. Coaching and
mentoring are vital compliments to formal training and learning because they are able
to address more qualitative and affective factors which determine how individuals
perform in the workplace and they provide an individual and targeted approach to
professional development.
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