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The Brown Governance Board Culture Tool
Welcome to the Culture Tool submission form for the Brown Governance Co-operative Award for Boardroom Culture for 2010. For futher information regarding the entry process, please visit the award page.

Instructions:

1. The board that you currently serve on should be the setting you consider as you contemplate each group of statements below.

2. Consider each of the 4 phrases in every one of the boxes below. In the context of your particular board setting, select the statement that MOST describes your boardroom.

3. First impressions are important in completing this tool. Do not take any more than 7 minutes to complete the exercise.
Please provide the following (*required)
First Name*
Last Name*
Phone
Email

1.
Statements #1
Completing the tasks on the agenda are primary in our board meetings
Following the rules is primary in our board meetings
Getting along with one another is primary in our board meetings
Accomplishing measureable results is primary in our board meetings

2.
Statements #2
Our board chair is an amiable, consistent individual
Our board chair is an individual who makes us feel like part of a family
Our board chair is a strong-willed, iconic individual
Our board chair is a bureaucratic individual

3.
Statements #3
The Chair of our board is very traditional and conservative in his/her approach with fellow directors
The Chair of our board values fact-driven consensus over divergent opinions
The Chair of our board resists “outsiders” preferring to keep things “in the family”
The Chair of our board often alienates fellow directors

4.
Statements #4
Our board makes quick decisions on all matters – large or small
Our board moves cautiously and slowly when making decisions
Our board works hard to build consensus when making decisions
Our board uses facts, benchmarks and performance indicators to make objective decisions

5.
Statements #5
Our board encourages and rewards loyalty
Our board is very systematic and reliable
Our board has clear, focused, set, long-standing routines
Our board is innovative and easily takes risks

6.
Statements #6
Our board sets priorities based on historical performance over mission-driven strategy
Our strategy is always changing and sometimes over-reaching
Our board has difficulty setting strategy and priorities
Our board is resistant to change in strategy year over year

7.
Statements #7
Ensuring healthy relationships between the board and management is primary in our board meetings
Accomplishing the task at hand is primary in our board meetings
Robert's Rules of Order, policy and/or structure are primary in our board meetings
Ensuring best practices and measurable results is primary in our board meetings

8.
Statements #8
Our board has low trust in the information given to it by management and generally requests a high degree of detailed and precise information backed up by comprehensive analysis
Our board trusts in quantified measures and facts when seeking to substantiate information for decision-making
Our board has high trust in the information given to it by management and generally does not question its integrity
Our board prefers to trust in relationships over the information it receives

9.
Statements #9
When exerting power, directors often remind one another of the policies and guidelines they must follow
Directors are effective at using passionate persuasion to exert their power in bringing the board to a decision
Our directors use fact-based performance measures to exert power
Our directors are highly effective at leveraging their interpersonal relationships to exert power

10.
Statements #10
Our board is almost always unanimous in its decisions due to our peace-making, consensus-building chair
Our board takes too few risks at the instance of our analytical and precise chair
Our board takes too many risks at the instance of our strong, task-focused chair
Our board has difficulty focusing due to our highly creative and people-oriented chair

11.
Statements #11
Our chair resists changes in the board preferring to populate its membership with “who we know”
Our chair resists innovation in process and strategy
Our chair gets mired in detail and “majors on the minors”
Our chair keeps a tight rein on the board

12.
Statements #12
Our board follows the Chair
Our board is like a well-oiled machine
Our board follows the rules
Our board is like a family

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