An introduction to board culture

All board members share a common purpose: ensuring all students receive the best possible educational outcomes in a safe and inclusive environment.

School boards are diverse and complex governance spaces because they serve our increasingly diverse population.

Leading a board of diverse thinkers is more complex than leading one of similar thinkers, but it’s an essential part of a school board’s success.

Developing the right skills and tools allows boards to work well together and respect each member’s strengths, range of knowledge, and abilities.

In addition, showing leadership, a desire to learn the basics of governance, and an interest in understanding each other’s roles helps to foster a strong board culture.

Why is a good board culture important? 

School boards often have to make courageous and considered decisions about the best outcomes for learners while considering the unique needs of their community.

When making decisions in times of stress or facing increased risk, boards have more success in a safe environment that fosters diverse thinking and authentic contributions.

If everyone is always in agreement and thinking from the same point of view, boards risk missing key aspects surrounding their decisions.

A good board culture lets board members suggest necessary ideas and ask tough questions without fear of ridicule.

It also allows other board members to hear those questions and not be afraid to respond.

Principals will feel more confident and supported when presenting information to help board decisions. In addition, principals who feel safe in their boardroom are more likely to share their greatest concerns with the board for collective ownership.

When an issue arises in a school, good board culture redirects the focus away from assigning blame and instead encourages collective problem-solving.

If a board decision has not had complete consensus, but all board members feel heard, they can move forward with one voice because the process honoured the board’s core values.

The board can then operate as one entity rather than a group of individuals siding against each other.

Good boards will know when to consult their students, staff, or the wider community – or even use the skills of people outside their board.

In very challenging times, boards that engage with others and bring their community together set themselves up for success.

Good board culture encourages community members to be part of something great – nothing is better at promotion than positive word of mouth.

What are some ways to build a good board culture?

Be clear about your purpose

• Develop a clear purpose for your board that aligns with the school’s vision and mission.

• Working together to create a statement that determines a common purpose is an empowering, enlightening, and team-building process for board members.

Get the right people

• Assess your board’s skills and celebrate the knowledge and attributes of individual board members.

• Although most new board members are elected, boards have other opportunities to bring new members on through co-option or filling a casual vacancy.

• This can be an excellent option to bring in new members with fresh and complementary skills to round out your board.

Establish your purpose alongside clear policies and processes around how your board works together

• Remember, it’s easier on everyone if all board members understand the world in which they operate.

Review board performance

• Your board must assess its own performance.

• Some boards assess each meeting, rating the quality of dialogue and decisions. Others self-assess annually, utilising a tool that allows them to rate the board as a whole.

• The form of the assessment is less important than the activity.

• Just as your board holds management accountable, it should also hold itself responsible for performance.

How can you build a good team? 

Get to know each other

• Take time for whakawhanaungatanga, which means establishing relationships, relating well to others, and getting to know one another.

• It might be at the beginning of every meeting or scheduled time away from the board table. Knowing more about the people around you naturally builds a more robust board culture and allows people to work to their strengths.

• It also works well for visitors to your board meetings.

Clarify roles

• At the beginning of each board term (every three years), take the time to review your governance policies so that you understand the different roles of the board and the principal (management).

• Once these are clear, your board can review and discuss the Code of conduct for school boardsopen_in_new issued by the Minister of Education.

• Also, establish the lines of communication between your board, the principal, and school staff.

Get training

• Educate board members and the principal on the dos and don’ts of a good working relationship.

• Ensure all new board members receive training during their welcome and induction.

• We offer regular training opportunities and provide a wealth of valuable information on our website, accessible to all board members at no charge.

Communicate regularly as a board

• As a group, learn to value and celebrate each person’s contribution.

• Remember that silence doesn’t necessarily mean agreement around the board table.

• A supportive and professional relationship between the board and principal can promote trust and transparency, and will help fulfil the board’s good employer responsibilities.

• Encourage a system for your presiding member (board chair) and principal to meet regularly, at least every fortnight, if not weekly.

Appoint your presiding member wisely

• The person your board appoints as presiding member will oversee board meetings and your board’s work, ensuring it remains on task.

• They will also notice when someone isn’t being heard, identify when the code of conduct isn’t followed, and help create a psychologically safe environment that allows the diverse voices around the table to contribute.

• While effective board culture is the responsibility of all board members, a good presiding member will ensure that your board’s values are honoured.

Questions your board could ask

• What value do we place on having a good board culture?

• Do we all understand our role in building a strong board culture?

• Have we all discussed the code of conduct for board members?

• Do we allow time to develop our board team, including getting to know one another and sharing our diverse views?

• Do we respect the views of individual board members while making decisions as a team?

Templates, resources, and references     

Click on the link(s) below to access this topic’s templates, resources, and references.

Depending on your device, these may download or open in a separate browser.

Ministry of Education

• Code of conduct for school boardsopen_in_new

The Education and Training Act 2020

• Section 166 – Code of conduct for board membersopen_in_new