Image: Sanctuary
Leadership, disability and the future of inclusion in housing
Sanctuary’s Nathan Warren reflects on his experience as a disabled leader in the housing sector
PEOPLE & CULTURE
Nathan Warren
Group Director – Growth and Partnerships, Sanctuary
Nathan Warren
Group Director – Growth and Partnerships, Sanctuary
Issue 79 | September 2025
I’ve worked for Sanctuary for 20 years and more recently with Verda Living. Since 2018, I’ve been a full-time wheelchair user due to a degenerative muscle condition – though I lived with a disability for years before that without openly acknowledging it.
Leadership is often equated with strength, decisiveness and visibility. But what happens when you live with a disability or become disabled? When your very presence challenges ingrained assumptions about what a leader should look like?
Cultural shift
Over the past two decades, I’ve witnessed a gradual but meaningful cultural shift. Where inclusion was once peripheral or compliance-driven, we’re now seeing the rise of a power-based framework for equity. Inclusion isn’t just about ‘doing the right thing’ – it’s about who has influence, who can access opportunities and how structures need to change so everyone can be heard and involved.
Yet, the challenges remain stark. According to a National Housing Federation survey in 2023, just 9% of people working in housing identify as having a disability or long-term health condition. This is far below 24% of the wider UK population and 29% of housing residents. These disparities potentially expose deep-rooted issues in culture, representation and systemic bias.
of people working in housing identify as having a disability or long-term health condition
of the UK population identifies as having a disability or long-term health condition
of social housing residents identify as having a disability or long-term health condition
Time to confront ableism
Many disabled people still don’t feel safe disclosing. That’s why accessibility must be built into leadership, development and talent strategies. We must confront ableism and create environments of trust where disclosure leads to support, not stigma, and visibility leads to opportunity, not risk.
As a disabled leader, I’ve experienced being underestimated, inaccessible venues and systems, alongside the emotional toil of disclosure and self-advocacy. For colleagues with invisible disabilities, the burden can be even heavier – faced with disbelief, subtle exclusion, or well-meaning ignorance. The soft bigotry of low expectations is a daily, limiting reality.
Yet these same experiences have sharpened my leadership and deepened my ambition for colleagues and customers. My disability has taught me to listen more closely, make more thoughtful decisions and push for equity with courage and clarity.
Lived experience is not a limitation; it’s a leadership asset. When disabled people are part of decision-making, we ask different questions, identify hidden barriers and help create more inclusive strategies – especially in housing, where our customers reflect the same diversity.
“Inclusion at the top must be systemic, not symbolic. It requires active mentoring, sponsorship and a rethinking of how we define and support leadership.”
Embedding inclusion
At Sanctuary, we’re working to embed inclusion. Our Disability Network has more than 250 members, creates space for learning, allyship and visibility. As a senior leader and the network’s executive sponsor, I’ve seen its real impact in shaping priorities and amplifying disabled voices, embracing diversity as a strength, and listening deeply to create a culture where everyone feels valued, heard and empowered.
We’ve been supported by PurpleSpace, the UK’s leading network for disabled employees. PurpleSpace has helped us build confidence and storytelling, as well as reinforcing that inclusion must go beyond good intentions and address power, process and accountability. I’d recommend their support to any organisation.
Inclusion at the top must be systemic, not symbolic. It requires active mentoring, sponsorship and a rethinking of how we define and support leadership. It means giving disabled leaders room to lead authentically without having to mask, minimise or overcompensate to be seen as ‘equal’.
As a sector, we build homes that are places of dignity, safety and belonging. We pride ourselves on listening to customers and co-creating services that meet their needs. This same ethos must apply to our employees, our culture and our leadership.
Shape the future
We must create cultures where disabled people can not only participate but thrive, lead and shape the future of housing. Disabled professionals know how systems exclude and how to redesign them to include – but we need space, trust and support to lead that work.
The ability – and responsibility – to create this environment sits with those of us already in positions of influence. It is our role to lead with courage and clarity; to deliberately share space, shift structures and act with intention.
This journey isn’t always easy, but I believe inclusion strengthens organisations and builds lasting value. It’s also fundamentally a matter of justice. Will you join me?
