In Singapore’s boardrooms, directors sit between regulatory scrutiny, complex stakeholder expectations, and rapid regional shifts. Ethosmentor is a values-first leadership practice built for that reality. We guide directors to articulate a clear personal and board-level ethos, then embed it into deliberations, committee work, and everyday interactions with management, so that decisions taken in Suntec, Marina Bay, or Changi Business Park remain anchored in principles rather than noise.
Get StartedDirectors often carry unspoken assumptions into meetings. In this module, we facilitate a structured mapping of individual and collective values using real agenda items from recent board packs. Through guided interviews, anonymised pulse surveys, and themed working sessions, directors see where their principles align, where they diverge, and how these patterns show up in discussions on strategy, risk, and people.
Complex decisions around restructurings, sustainability commitments, or regional expansion plans rarely come with complete information. Decision Alignment Clinics give directors a repeatable protocol to test options against articulated values, stakeholder expectations, and regulatory requirements. Using case simulations grounded in local examples and the Singapore Code of Corporate Governance, directors name tensions explicitly and document how their reasoning links back to agreed principles.
Policies and charters often look neat on paper while day-to-day behaviour tells a different story. These labs connect board-level intentions with observable signals in culture, leadership tone, and HR practices. Working with management representatives and selected functional leaders, we identify specific rituals, narrative cues, and reward patterns that either reinforce or dilute the board’s stated ethos, then co-design practical adjustments over a defined timeline.
Directors frequently engage with unions, regulators, major customers, and community groups, yet many dialogues are reactive. Ethosmentor supports boards in crafting structured stakeholder conversations that are transparent, values-aligned, and context-aware. We develop briefing notes, question flows, and messaging anchors tailored to Singapore’s multi-ethnic environment, ensuring that sensitive topics such as restructuring, automation, or sustainability are handled with rigor and respect.
Sustained integrity requires more than technical competence. This framework equips individual directors with personal reflection tools and resilience practices that fit within demanding schedules: short debrief rituals after audit or risk committee meetings, structured peer reflection circles over breakfast near Raffles Place, and periodic one-on-one sessions that focus on alignment between personal convictions and board responsibilities.
Rather than treating ethics as a discrete agenda item, Ethosmentor works with boards to embed values into recurring processes. We review templates for board papers, risk registers, and people decisions, introducing prompts that surface ethical considerations early instead of as an afterthought. Over time, discussions on topics such as digital transformation, outsourcing, or market entry naturally incorporate impact, dignity, and long-term stewardship as standard lenses.
A focused engagement for individual directors seeking to articulate and align personal values with current board roles. Includes one diagnostic survey, a half-day intensive session in person in Singapore, and two follow-up mentoring conversations over the subsequent eight weeks.
Designed for full boards or key committees. Includes pre-work interviews with selected directors, a series of two half-day in-person labs, facilitated application to live agenda topics, and a set of recommended adjustments to board processes, templates, and meeting norms over a three to six-month horizon.
For directors who want continuous access to a confidential thinking partner. Includes scheduled monthly sessions, rapid check-ins ahead of key meetings when required, and periodic review of how values are being expressed in actual board contributions and committee work.