The role of culture in good governance and effective leadership

In his blog, David Done, Chair of Gateway Housing Association, talks about his role at the NHF’s forthcoming Governance Conference and why chairs and board members in particular should attend.

Governance has always been at the heart of my career.

It shapes how decisions are made, accountability is maintained, and strategic goals are achieved. In the social housing sector, where my passion lies, strong governance is more than just good practice - it’s essential for delivering real social impact.

This year’s NHF Governance Conference comes at an important time for me. After 23 years as CEO of RHP Group, leading an organisation I helped to build into one of the most respected housing providers in the country, I have now stepped into a new role as Chair of Gateway Housing Association.

This shift has been both exciting and challenging. It requires a different skill set, a new way of influencing, and an ability to create the right environment for the board to thrive. In many ways, it reminds me of my mountaineering adventures - stepping into the unknown, adapting to new conditions, and understanding that success is never about individual effort alone, but about teamwork, preparation, and clear decision making.

This is my first chair position, and it has given me a fresh perspective on governance - one that I’m excited to share with fellow board members and housing professionals at the conference.

What I’ll be talking about at the governance conference

I’ll be speaking on key aspects of board effectiveness, including:

• Tailoring or commissioning a board effectiveness review: How boards can ensure their reviews are meaningful, insightful, and action-driven rather than a box-ticking exercise. This is especially important in social housing, where boards must ensure their organisations deliver high-quality services, maintain financial stability, and respond to the needs of residents and communities.
• The role of governance in board reviews: Why governance should be at the core of any board evaluation, and how to embed best practices to strengthen board performance. Social landlords operate in an increasingly challenging environment; increasing costs, evolving regulations, and growing demand for affordable housing make effective governance more important than ever.
• Tracking and building organisational culture: This is an area I’m particularly passionate about. A strong organisational culture isn’t just a ‘nice-to-have’; it’s the foundation for effective decision-making, ethical leadership, and resident-focused service delivery. But we all know culture doesn’t just happen. It needs to be developed, modelled, and embedded at every level of an organisation, including the boardroom.

I firmly believe that high-performing boards bring together both executives and non-executives in a way that fosters collaboration, trust, and open challenge. Culture in the boardroom sets the tone for the entire organisation. For me, great board culture is one where there is:

• A shared commitment to the organisation’s mission and values.
• A balance between robust challenge and strong support.
• A diversity of perspectives and thinking, with mutual respect and constructive debate.
• A clear focus on the long-term sustainability of the organisation, not just short-term fixes.

So how do you know you’ve got the right board culture? For me, it’s when there’s an energy in the room, where discussions are dynamic, everyone feels heard, and the focus is always on delivering the best possible outcomes for residents. When a board works well together, it becomes more than the sum of its parts but a positive driver of change.

Why chairs and board members should attend

Board chairs hold a unique and influential position in any organisation, setting the tone for governance, leadership, and accountability. For housing associations and registered providers, governance is directly linked to organisational effectiveness, resident satisfaction, and regulatory compliance.

Attending the NHF Governance Conference provides an opportunity to:

• Gain fresh insights and practical strategies: The conference is packed with expert speakers and real world case studies that offer actionable advice on governance challenges specific to social housing.
• Connect with peers and share experiences: Governance is complex, and learning from fellow board members and housing professionals facing similar challenges is invaluable. The event provides a platform for exchanging ideas on how to tackle key issues such as improving resident engagement, maintaining financial resilience, and meeting regulatory requirements.
• Stay ahead of regulatory and sector trends: The governance landscape in social housing is always evolving, and this event ensures you’re up to date with the latest best practices, the Social Housing Regulation Act, and changing expectations from the Regulator of Social Housing.
• Strengthen board effectiveness: Whether through self-reflection, networking, or engaging with expert panels, the conference will leave attendees better equipped to lead their boards effectively and ensure their organisations are fit for the future.

Leadership, governance, and the challenge ahead

In both governance and mountaineering, the ability to navigate uncertainty is key. When I climb, I know that the conditions can change rapidly, requiring me to think ahead, trust my team, and make decisions with limited visibility. The same applies to governance in social housing. We are in a time of rapid change - financial pressures, regulatory scrutiny, and shifting resident expectations mean boards must be proactive, adaptable, and always focused on the bigger picture.

Strong governance is not just about risk management - it’s about leadership, vision, and the courage to make the right decisions, even when the path ahead is steep.