Rethinking Career Progression: How Lateral Moves Drive Leadership Success in Housing

The traditional career path has long been viewed as a straightforward upward climb, with success measured by promotions and titles. However, this idea is being challenged as more professionals recognise the value of lateral career moves. These "sideways" moves, once viewed with scepticism, are now being viewed by many as important learning and development opportunities that ultimately benefit your career longer term. 

Many equate career success with a linear upward trajectory, viewing any sideways step as a potential setback. Yet this perspective fails to capture the complexity of modern professional development, particularly in the context of leadership roles within social housing. 

Making a sideways move to the right role and organisation can ultimately transform your career trajectory. These transitions offer opportunities to expand skill sets beyond what you already know. Each new position, even at the same level, presents fresh challenges and learning opportunities that contribute to building broader experience and knowledge which will put you in a better position when you look to progress.

The value of diverse experience becomes particularly evident when examining the requirements of senior leadership positions. Modern executive roles demand far more than technical expertise or specific knowledge. Leaders in the sector must be able to demonstrate their ability to bring teams together, build resilience, and navigate complex organisational dynamics. This experience is often best developed through exposure to various functions and leadership approaches.

When professionals make lateral moves, they gain invaluable exposure to different cultures, management styles, and problem-solving approaches. This breadth of experience proves particularly valuable in senior leadership positions, where success often depends on the ability to understand and integrate different ways of thinking. Leaders who have broader experience across different organisations and functions are often better equipped to navigate these complexities and challenges. 

Another area to consider is that lateral moves can significantly expand your professional network. These connections often become invaluable resources for future opportunities and collaborations. Each new environment allows an insight into different ways of thinking, working, and best practices which help to build a comprehensive understanding of effective leadership strategies. Many organisations in the sector look favorably on candidates who have a strong network and relationships they can leverage when looking to hire senior leaders or executives to their team, so increasing this exposure is certainly something to think about.  

It is important to note that the decision to make a sideways move should be approached strategically, with careful consideration of long-term career objectives. The ideal transition should offer opportunities for skill development, exposure to business areas, and the potential for future advancement. The quality of leadership and mentorship in the new organisation can also significantly impact the value of the move.

Whilst lateral moves might not immediately result in title promotions or remuneration increases, their long-term benefits often prove substantial. Professionals who make thoughtful lateral moves typically develop greater adaptability, broader perspective, and more diverse skill sets. These attributes become increasingly valuable as they progress toward senior leadership positions.

As an example, Elizabeth Froude, Chief Executive of Platform Housing Group, when speaking to Tom Neely on the Housing Collective Podcast discussed the importance and the power of sideward moves in leaders' journeys. 

In the conversation, Elizabeth spoke about how these lateral shifts played in developing her leadership skills. It is clear that for senior leadership roles, the focus transcends technical expertise. Instead, it is more about your skill as a leader to unify teams and steer them towards a collective vision. 

The landscape of senior leadership in housing continues to evolve, with the traditional linear career path becoming increasingly outdated. At executive level, technical expertise alone is insufficient; the real measure of success lies in the ability to unite teams and deliver collective goals. For those with aspirations of senior leadership, it's worth considering how a sideway move to the right organisation and role might strengthen your skill set and broaden your sector experience. Rather than viewing career progression solely through the lens of promotion, consider how building a foundation of diverse experience could better serve your long-term career development.