Stonewater’s Omar Farooq offers a personal reflection on inclusive leadership and why it benefits colleagues, residents, and organisations alike
Although I trained in IT, I think there was always a part of me that knew I’d work in social housing at some point.
Having grown up in council properties, where we were moved around because of issues with the properties we were living in, as a result I understand how important it is for customers to have a secure, safe home.
Being second-generation British Kashmiri in multi-cultural Birmingham means that I also understand the struggles some customers might have with communication or cultural differences.
My mom didn’t speak English, and as early as age five, I was the one ringing in with repairs or dealing with issues while Dad worked full time. While it was a difficult start, my early experiences shaped me, giving me empathy and communication skills which have now become an asset.
“I’m allowed to be myself”
Finding a role that allowed me to help people was always in my mind, so it’s no surprise I’ve ended up in a customer-facing position in social housing, looking after community engagement and dealing with anti-social behaviour for Stonewater.
But what’s made the difference has been finding a place where I feel I can be completely myself.
It’s a great feeling to know my employer has my back, and I feel empowered to do whatever needs doing to provide the best service I can for our customers. It should be the norm, but sadly – as I’m sure many others can testify to – isn’t always the case.
Feeling accepted at work has meant that I’m able – and want – to do a better job for our customers. I’m allowed to be myself, and for that reason it’s the best place I’ve worked from an inclusivity perspective. It’s not like I feel indebted to Stonewater, but there’s definitely a loyalty there.
And it isn’t just about having an understanding manager, or exec team, although that’s obviously crucial. It’s about everyone across the organisation knowing and embracing diversity.
I’m often invited to talk at team meetings, most recently about Ramadan, or to write for our internal comms. Our EDI network, 2Gether, which I joined as part of the initial committee in 2019, is also such a valuable platform for raising questions, tackling misconceptions, and supporting colleagues to understand other cultures, religions and lived experiences.
When colleagues make the effort to understand you and your faith, beliefs, or individual challenges, it makes for better relationships and collaboration.
It’s not always perfect – once, a manager booked a team meeting in a local pub (a local neighbourhood meeting, not our usual meeting place!) then later realised that as a Muslim I might not wish to go there.
I appreciated that she rang to apologise and gave me the option to change it. Not everyone gets it right all the time, but open and honest conversations help to move things in the right direction.
Inclusivity brings energy and focus
We often hear debates about flexibility, usually around parents and carers and working around restrictive school times. But inclusivity and flexibility in a multi-cultural organisation with a diverse customer base can come in many forms.
As a practising Muslim, my prayer time goes in the calendar, so it’s clear to everyone when I am and am not available. But importantly, I don’t miss out on other flexible working practices that colleagues benefit from. I still get to do the school run – prayer and parenting given equal respect and importance.
I’ve also felt supported through challenging times, most recently an aunt who had been in palliative care. Knowing that I could take time to be there has been so important.
If organisations want to be truly inclusive, they should consider that, in some communities, extended family networks are just as important as immediate family, reflecting that in their policies and behaviours.
And while that flexibility might mean I’m around a little less while we navigate a difficult time as a family, the support I’ve received means I feel positive and motivated about Stonewater and doing my job.
When you’re given the respect and time you need to deal with life’s challenges, it actually creates a more motivated, productive and loyal workforce.
That sense of trust doesn’t just benefit me; it shows in the work I do. When I feel supported, I’m better placed to support our customers. Whether it’s responding to anti-social behaviour, listening to a tenants’ concerns, or engaging with communities, inclusive leadership means I can show up fully and bring empathy, energy and focus to every part of my role.
That ultimately leads to better, fairer outcomes for residents – and that’s what social housing should be about.
Main image: Omar Farooq, neighbourhoods team customer partner, Stonewater
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