Recently, we were asked to lead the search for a newly created role – Director of Repairs – for a high-profile London council. This wasn’t a replacement hire. It was a brand-new post, introduced as part of a major programme of investment in council-owned housing.

The council manages around 22,000 homes, many in varying states of disrepair. The new Director would take on responsibility for both cyclical and responsive repairs, shaping how the council delivers these essential services into the future.

Here are three lessons we took from the process:

1. Build the Right Brief – and Be Honest About the Market

From the outset, the brief was demanding. The ideal candidate needed deep technical knowledge of repairs, experience managing contractors, and an understanding of how to work with a Direct Labour Organisation (DLO). On top of that, they’d be operating in a political environment where decisions are scrutinised not just internally, but across London.

We were open with the client: the pool would be small. We encouraged them to think carefully about how they could support someone from outside local government if that was the best candidate. Our search was forensic – mapping individuals within local authorities and those outside with transferable skills. The strength of the brief, and the realism around the market, were key to attracting the right people.

2. Challenge Assumptions About Leadership Style

One candidate stood out. Technically brilliant, deeply knowledgeable, and with exactly the right experience. But concerns were raised: would she have the “gravitas” to lead in a contractor environment often described as ‘male-dominated’ and ‘combative’?

She described herself as a quieter, more measured leader – not someone who would bang the table to make a point, but someone who could spot instantly if someone was trying to pull the wool over her eyes. Our role became helping the client reflect: were their concerns grounded in evidence, or were gendered assumptions creeping in?

3. Give Candidates the Space to Demonstrate Their Strengths

We arranged a further session for her to walk through her experience of working with contractors and stakeholders. She was clear, deliberate and confident – a leader whose authority came from deep expertise, not from volume.

The panel’s perception shifted. They recognised that “table-banging” hadn’t served them well in the past, and that a different leadership style could be not only effective, but exactly what the organisation needed.

The Outcome

She was appointed. Nearly a year on, the feedback has been universally positive. She is highly respected, delivers results, and has established herself as a leader that no one underestimates.

Final Thought

This appointment taught us three things: the importance of a strong and realistic brief, the need to challenge assumptions about leadership, and the value of giving candidates space to show what they bring. Sometimes, the most effective leaders are those who speak softly – and carry real authority.