FROM ASPIRING TO INSPIRING: How to become a Board-Ready Aspiring Director

By Mr. Roy Emata, FICD and Dr. Ramon Segismundo, FICD

Institute of Corporate Directors

This is the third of a series of 3 articles for the Institute of Corporate Directors (ICD) on advancing Governance Excellence across the private, public, and nonprofits sectors in the Philippines.  It is a preview of the forthcoming Aspiring Director Program (ADP) and is meant to be distributed by ICD Fellows to their peers, colleagues and friends who wish to go deep into the directorship world.

WHY ASPIRE ?

There is no better intrinsic motivation to becoming a Corporate Board Director other than what is articulated in the Institute of Corporate Director’s (ICD) mission which is “the championing of good governance and stewardship for the benefit of society.” 

Its vision of “to be in the forefront of the ASEAN region by being the key partner of public and private sector in raising the bar of corporate governance in the country” is resonating far and wide with everyone wanting to be part of the solution to the problem.  

We believe that one of the ways is to aspire to be a director and be ready for it once called. 

The benefits of the role go beyond the intangibles.  Being a corporate board director offers prestige, influence, and the chance to shape the direction of an organization. Aside from overseeing governance, directors play a key role in guiding strategy and mentoring senior leaders, which can be personally fulfilling and professionally rewarding. The role enhances credibility, provides exposure to different industries, and offers opportunities to learn from and collaborate with accomplished peers. 

As the role bestows certain potential to exercise powers reserved for privileged positions, it requires a certain level of maturity and even restraint to harness potentially creative – or destructive force depending on the decisions being faced by directors particularly in times of crisis. Given the necessary requirements of responsible use, people who wield this must be subjected to the rigors of learning not only theoretical concepts but walk the talk from war stories that led them to possess such positions. Yielding such power and positions, especially in times of crisis and disruptions are usually the best backdrop for showcasing true characters of people who possess such privilege. 

At the same time, serving on a board expands one’s horizons by exposing them to complex governance issues, emerging technologies, and evolving stakeholder expectations, while allowing them to leave a lasting impact on a company’s culture and success. For many, the role combines financial rewards with the satisfaction of contributing to long-term value creation and, in some cases, broader social good.

ARE YOU READY TO ASPIRE ?

Yes, we believe that there is nothing wrong with aspiring.

Corporate Board Directorship is a natural progression of a career progression.  A typical pathway is from early career to mid-career to late-career then to board readiness.

Becoming a corporate board director usually follows a strong track record as a senior executive or subject-matter expert, with broad experience in strategy, finance, governance, technology, human capital or other areas boards value. The journey often begins by deepening leadership credentials, gaining cross-functional or international exposure, and developing expertise in issues of board importance such as risk, ESG, digital transformation, sustainability, succession and leadership development, etc. Many aspiring directors also build early governance experience by serving on nonprofit or advisory boards.

Positioning for a board role requires visibility and networks, alongside a “board-ready” CV that emphasizes strategic impact rather than operational detail. Starting with smaller or nonprofit boards can help establish credibility, which then opens opportunities with private or public companies. Ultimately, one aspires to a board seat at the point where their reputation, experience, and judgment allow them to contribute at a governance level—guiding strategy and oversight rather than managing day-to-day operations.

POSSIBLE PATHWAYS TO ASPIRE

There are many possible pathways to get to corporate board directorship.

Pathway 1-  “I find myself thrusted into it.”

Pathway 2-  “I will work hard to get myself a directorship and do it my own way.” 

For the majority of aspiring directors, another option may be more attractive and increase the chances of success to transition to directorship.

Pathway 3-  “I will attend the pilot run of the December 4, 2025 ADP”. 

While this will still be presented to the Thought Leadership Committee on October 27 for their review and approval, please allow us to give you a preview of what to expect for this ADP.

To ensure board readiness, maximum value contribution, and a fulfilling directorship journey, aspiring board directors will need their “why” of becoming a board director (as presented at the start of this article), a compelling personal and professional value proposition that goes beyond expertise and experience, and a distinctive positioning that will enhance the quality of the board and the organization it serves.

ADP FEATURES

This one-day program seeks to start the development journey of aspiring director candidates to become new board directors.

The program utilizes the following frameworks:

1.  The 4R methodology of Reflect-Reveal-Reimagine-Reach utilized by the 

Singapore Institute of Directors.

2.  The 4C Framework of Competence-Commitment-Character-Chemistry.

3.  A Board Director Competency Model and Assessment.

PROGRAM DELIVERABLES

The program deliverables, each unique to a specific aspiring director participant, will include the following unique components:

1. A draft individual development plan for the aspiring director to become a board director. 

2. A strategy and roadmap for a board director campaign.

3. Identification of next steps, including possible coaching and mentoring, in the aspiring director development journey.

 PROGRAM OBJECTIVES

1. Present an Institute of Corporate Directors (ICD) approved Board Director Competency Model (BDCM) and assess the board readiness of an aspiring director through a self-assessment vis-à-vis BDCM.

2. Discuss the key competencies required for aspiring directors to become board directors and formulate an Individual Development Plan to close the gaps. 

3. Craft an individualized marketing campaign to start the development journey.

4. Develop an individual action learning, including coaching and mentoring, to guide the aspiring director become a new director.

DRAFT PROGRAM

We wish to invite all ICD Fellows to provide their comments and suggestions to finalize this design.

Onward with the ADP !  Transform Aspiring to Inspiring !