My path to the Boardroom
- HO Seng Chee
- Aug 23
- 3 min read
Three weeks ago, I attended my first Annual General Meeting as a director of a publicly listed company. The occasion made me reflect on how I ended up there and the lessons I learnt along the way.
From volunteer to accredited director
Becoming a director wasn’t part of my career blueprint. My journey into Board service began in the non-profit sector. About 15 years ago, I joined the Board of my children's school, primarily to stay engaged in their education.
As a newbie director, the initial Board meetings were daunting. I felt out of my depth, clueless about the education industry, and hesitant to speak up beyond basic questions.
It took a couple of years to get familiar with the organization’s work, its leadership, and my fellow Board members.
But as I got to know the organisation better, I wondered whether I could really contribute.
The school had a first-rate academic team, whereas I knew little about education. And while I got along with the other directors, I wouldn’t say we were close.
I thought about leaving.
Oddly, this prospect of departing made me speak up more. I accepted that I was never going to be an education expert and turned towards areas where I did have expertise: leadership, organizational development, human resources, legal issues, and corporate governance.
I started probing more deeply in these areas, persistently seeking answers when I felt my questions weren’t fully addressed. I was firm yet (I hope) respectful.
And with that, things became more engaging. My insights resonated with others, and that led to deeper involvement in special projects and working groups. Board work began to take on meaning.
I served a total of nine years on that Board. I learnt how to influence in an environment where I lacked core domain expertise, and how to hold my ground in areas dear to me. I also gained a unique perspective on my children’s education.
That extensive tenure earned me Senior Accredited Director certification from the Singapore Institute of Directors, which proved useful in commencing my professional directorship career.
What brings me to the table?
From an innocuous start in the non-profit sector, I am now a listed company director. The main difference between a non-profit and a commercial Board is, of course, you get remunerated in the latter. The business imperative also helps sharpen focus in a listed Board’s work.
But as I reflect on my (short) Board journey, I find it’s the learning and the relationships that mean the most to me.
Each Board offers a unique window into new industries, business models, and leadership challenges. Additionally, after years in executive roles, shifting to a governance mindset is invigorating. It allows for problem-solving from a strategic, high-level perspective rather than in day-to-day execution.
Effective Boards attract intelligent and accomplished individuals. Being a director therefore allows me to learn from my peers too. But for me, the privilege goes beyond learning. What I treasure most are the lasting friendships with some director colleagues. These tend to be with senior peers who have seen more of life. Whether it be it successes or setbacks, good leadership or bad ones – you name it, they would know it.
The best directors draw from these personal experiences to present a peaceful confidence with colleagues. They are respectful yet questioning. Opinionated, but at the same time deferential to the special expertise which colleagues may bring.
They have an aura that just inspires everyone to speak independently for the good of the whole.
No egos, no drama, no anxious domination. Just a little magic that encourages every director to give their best.
I have had the honour of serving with a few such individuals, and I look forward to the gift of befriending many more.
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I am a Board Director and Leadership Advisor. I help CEOs and teams use good leadership practices to succeed. Because good leadership matters.
