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Culture as a strategic asset
Two years ago HAIL undertook a Campbell Tickell CultureScan. So how does the housing association feel the results have shaped the organisation?
PEOPLE & CULTURE
Tracey McEachran
Associate, Campbell Tickell
Martina Smith
CEO, Housing Association for Integrated Living (HAIL)
Issue 81 | December 2025
Two years ago, I worked with the Housing Association for Integrated Living (HAIL), a forward-thinking housing association, to undertake a CultureScan, exploring how values, leadership and behaviour show up across every level of the organisation. Recently, I sat down with Martina Smith, Chief Executive Officer of HAIL, to reflect on what’s changed since then and how culture continues to shape their strategy, performance and people experience.
1) Tracey: It’s been about two years since we ran your CultureScan. Looking back, what difference has it made to where you are now?
Martina: Awareness has been the biggest change. We always believed we had a good culture, but the process of defining it, really naming what it looks and feels like, made a huge difference. It created shared language and understanding across the organisation, from the board down to frontline staff.
We built our values directly into our business plan, so they’re not abstract. Every quarter, our extended management team looks at a different cultural area, how we’re living our values, how we recruit, how we communicate. That regular rhythm has helped us sustain the culture through a lot of change.
2) You used the CultureScan as a foundation for your strategic plan, which was quite unique. Has it shaped the way your leadership and board focus their attention?
Absolutely, even in last night’s board meeting, the conversation centred on staff and tenants, not just finances or compliance. Embedding culture into the strategic plan means it gets discussed and measured alongside other business priorities.
It’s changed the tone of leadership. We now think more carefully about communication, what we say and how it lands. You can’t be flippant as a leader; your words carry weight. And it’s reinforced how governance and culture connect, how the way the board operates influences behaviour and trust throughout the organisation.
“Even in last night’s board meeting, the conversation centred on staff and tenants, not just finances or compliance. Embedding culture into the strategic plan means it gets discussed and measured alongside other business priorities.”
Martina Smith
3) Has it led to any tangible changes in how you operate?
Quite a few. We made our extended management team meetings more frequent, from quarterly to every six to eight weeks and that’s improved communication and problem-solving. We also did coaching-style management training and Dominance, Influence, Steadiness and Compliance (DISC) profiling to build better self-awareness.
We’ve used the CultureScan findings to strengthen recruitment and tenders. When we work with partners, we share our culture statement, so they understand the environment they’ll be part of. And for new hires, it’s become part of the conversation, the kind of culture you’re joining and contributing to.
4) What about impact on staff and tenants?
It’s been powerful. Despite turnover in some areas, the culture of teamwork and care has held firm. Our annual report launch featured two tenants speaking, that was new for us, and it symbolised the human side of our work.
Staff tell us they miss the culture when they move on. That says something. Even with all the pressures in our sector, our retention is high, many people stay 10 or 12 years. I think that’s because of the sense of belonging and purpose. It’s not just about salary, the health and wellbeing programme we’ve focused on because of the feedback in the CultureScan, has been hugely valued.
5) What’s stayed with you personally as a leader from the process?
Courage, actually. It’s scary to open yourself up to honest feedback. But it’s essential. The CultureScan gave us a clear view of strengths and areas to improve, like autonomy and innovation, which we’re still working on.
It also reminded me that maintaining culture is a resource issue. When key people move on, you need to invest in new champions. Culture doesn’t hold itself, it has to be nurtured.
6) And if you had to name the top outcomes?
Awareness, clarity, stronger communication and real evidence that culture impacts everything, from staff retention to stakeholder relationships. We’ve had local authorities, government departments and the Health and Safety Executive (HSE) comment positively on how we support staff and tenants.
Ultimately, our culture defines how we meet people where they are, with care and humanity. One of our partners put it beautifully in an email: “It never ceases to amaze me how adaptable your team is, meeting clients where they’re at, balancing the complexities of cases while developing a relationship with them.” That’s what culture really is. It’s how we show up, every day, in every interaction.
“It never ceases to amaze me how adaptable your team is, meeting clients where they’re at, balancing the complexities of cases while developing a relationship with them.”
In summary, it’s clear from what Martina has reported that when culture is measured, named and nurtured, it becomes not just a reflection of who we are, but a strategic advantage.
