The “Software” of Governance
Board culture refers to the unwritten rules, norms, values and behaviors that influence how a board interacts and makes decisions. A healthy culture is inclusive, leans into constructive conflict, is clear about its goals, and holds both itself and its staff accountable. A healthy board culture can lead to better decisions, engaged and more productive meetings, and greater member satisfaction.
Board culture is difficult to measure. The research literature on board culture in both the corporate and association sectors is limited but growing. Culture and be readily observed and described. Does the board demonstrate a willingness to hear from all voices or is it dominated by just a few? Does it embrace constructive conflict, or does it avoid difficult issues? Is the CEO perspective sought out or is it dismissed? Does the board seek data to make decisions or rely on political considerations? Are deliberations restricted to the boardroom or are hallway discussions tolerated? Does the board embrace or avoid change? Does it regularly evaluate its performance or is it content to rely on the status quo?
