Rebecca Pinkstone returns for her third appearance on The Courage to Lead Interview Series.

From beginning her career as a youth worker in Western Sydney to becoming CEO of Homes New South Wales, Rebecca Pinkstone has built her leadership on deep experience, strong relationships and a genuine commitment to improving people’s lives.

Leading approximately 3,500 people during an unprecedented housing and homelessness crisis, Rebecca Pinkstone explains why high performance and care are not competing ideas. Leaders can hold people accountable, deliver significant outcomes and still create a workplace where employees know they are valued and supported.

Rebecca Pinkstone discusses psychological safety, leading a large organisation as a “team of teams,” and the importance of climate, capability and clarity. She also explains why leaders must diagnose problems before acting, give people permission to test new ideas and replace blame with learning.

This is also a deeply personal conversation. Rebecca Pinkstone shares how her grandmother found safety and stability through public housing after leaving a violent relationship, helping shape Rebecca Pinkstone’s lifelong commitment to housing, empathy and social justice.

She also speaks honestly about juggling a demanding leadership role, raising children and supporting ageing parents—reminding us that life is rarely perfectly balanced.

Three words that describe Rebecca Pinkstone are:

Authentic. Adaptable. Compassionate.

This is a powerful conversation about leadership under pressure and what becomes possible when people are expected to perform while knowing their leaders genuinely care.

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