Mentoring and investment in professional skills are key to shaping the next generation of housing leaders

Nevertheless, I remember back then a feeling that I wasn’t ‘qualified enough’, and I questioned whether leadership was even an option for me. With that in mind, undertaking my CIH qualifications early in my career gave me confidence, credibility and momentum and showed me that learning on the job is not a compromise but a strength.

Fast forward to today, and apprenticeships remain a fixture of my work. Last year, during my presidential campaign for the CIH, I focused on ‘Choose Housing’, which raised awareness of the career opportunities the housing sector provides. The campaign focused on encouraging diversity and inspiring more people to pursue housing as a career, and we’re continuing this work at Peabody.

“Mentoring and training aren’t just about ticking boxes – they’re about giving people a sense of possibility and showing that leadership is achievable”

I’ve also been working with PfP Thrive, where the team is delivering bespoke training programmes across housing and construction. PfP Thrive provides apprenticeships, trade skills development, compliance training and leadership programmes. I mentor their apprentices directly, seeing first-hand how structured learning combined with real responsibility can unlock potential people didn’t even realise they had.

Meanwhile, at Peabody, our colleagues also have access to training and apprenticeships through the Peabody Academy. This is one of the most effective ways we can support our own teams while shaping the sector more broadly. Mentoring and training aren’t just about ticking boxes – they’re about giving people a sense of possibility and showing that leadership is achievable.

Through all of this, I’m constantly banging the drum to let people know that housing is a rewarding career that shapes communities and changes lives. Every home built, maintained or managed contributes to people’s well-being and opportunity, and the sector needs talented, committed individuals to make that happen.

The housing sector faces immense pressure to deliver more homes while dealing with long-standing skills shortages. And I really believe that apprenticeships are a practical, scalable solution, bringing people into the sector and helping them quickly develop skills.

At Peabody, and through PfP Thrive, we’re creating pathways that allow people to progress, reskill and lead – reaching people who may not follow traditional academic routes, but who bring huge value, insight and resilience. If we want leadership teams that reflect the communities we serve, apprenticeships must be part of the solution.

“Housing is far more than a career; it’s a chance to make a real difference in people’s lives”

Mentoring is equally critical, and pairing apprentices with mentors builds confidence, opens networks and helps people see what’s possible. Through PfP Thrive, apprentices are encouraged to observe senior decision-making, ask questions and develop leadership behaviours early – and that changes outcomes.

For me, it’s also about giving back: sharing the knowledge and experience I’ve gained to help others achieve their potential. That could be mentoring a PfP Thrive apprentice directly or encouraging Peabody colleagues to take advantage of apprenticeships. Either way, the goal is the same: to inspire and enable the next generation of housing professionals. 

If there’s one piece of advice I’d give to aspiring housing colleagues this National Careers Week it’s this: don’t let self-doubt hold you back. You don’t need to tick every box before you start.

Housing is far more than a career; it’s a chance to make a real difference in people’s lives. So, if we nurture and support talent through mentoring and apprenticeships, we won’t just tackle the skills shortage – we’ll shape a sector capable of delivering the homes and communities the UK needs for generations to come.

Elly Hoult, chief operating officer, Peabody