Image: James sits with his executive team
Making the transition to CEO
James Walder shares insights from his first year leading North Star Housing Group
RECRUITMENT
James Walder
CEO, North Star Housing Group
James Walder
CEO, North Star
Issue 79 | September 2025
A year ago, I had the privilege of becoming the fourth CEO of North Star in its 50-year history. But I also had the challenge on taking over from a North Star and sector icon – Angela Lockwood – who had been at the organisation for 28 years and was CEO for 15 years.
She had led the culture revolution at North Star and we were the first organisation in the sector to reach Investors In People Platinum. Her status was further cemented in June 2025 when she was awarded an OBE. No pressure then stepping into her shoes…!
CEO challenges
I joined North Star in 2019 as Executive Director of Finance and Business Support. Moving into the CEO role has brought many challenges: stepping away from the business of managing Finance, IT and back office services, becoming the face of an organisation, broadening your knowledge of the business and building new relationships with the board and Chair. It has also challenged me to think about my approach to leadership and if and how I needed to change my approach to leadership.
Would my approach from 20-plus years of leading finance teams and corporate services serve me as well in the role of CEO? Would a change in CEO result in a change in the culture, losing one of the strengths of North Star?
In at the deep end
My tenure as CEO started on 1 August 2024, so on my first weekend as CEO we had the civil unrest that affected North Star customers, communities, staff and properties. Although at the time it was challenging trying to respond to this emerging issue, it was also a great chance for me to connect with staff and no longer be seen as a finance person. It was very much in at the deep end but in hindsight the experience has served me well reminding me of the need to listen and use the skills and experience of the staff at North Star.
Having that connection with staff is even more important in the world of hybrid working – I am lucky that North Star has under 100 staff but getting out from behind the desk and away from the head office is vital. It helps build that relationship with staff and gives you the chance to hear from customers – a real temperature check from both these groups about how the organisation is doing.
Growing into the role
As is the way with the sector in many areas there is great collaboration and sharing – I have learned so much from speaking with fellow CEOs. Those new to the role and those with many years’ experience have shared their insight and tips for both managing the transition to CEO and being a CEO. The chance to hear from people who have been on the same journey has helped and made me realise that you need to give yourself time to grow into the role.
I shared my journey, personal and professional, with a group of staff on our aspiring managers course, detailing my successes as well as my struggles and learning on my journey to becoming a CEO. I have learned that leadership – being your true self – is what matters. Making sure that what staff see and hear from you is what they get is critical. Whether it is around the office, out on patch visits with housing officers, or meeting with our customers, they need to see the real you and being CEO shouldn’t change that.
“I have learned that leadership – being your true self – is what matters. Making sure that what staff see and hear from you is what they get is critical.”
