Individual Not For Profit (NFP) organisations each develop their own inner-culture. Invariably, the culture within the NFP, like any board-run organisation, is reflective of the culture of the sitting board. How the board, as leaders, communicate with one another, and communicate the vision and work the organisation is built for, will, in turn, effect the NFP workplace as well as the way the organisation is perceived by the public.

Ideally, the board of a NFP organisation reaches decisions through frank discussion, working together and reaching consensus. The climate in which decisions are made, as much as the decisions themselves, can impact actions and outcomes for the organisation. The way decision making takes place in different boardrooms will vary, on account of established protocol. Directors and board members might rely on the leadership of a vocal, experienced individual or minority, but while a passive, easy-going board might make life easy, it also defeats the purpose of it being in place at all.

Hopefully, board members take their positions seriously, and take on the responsibility of being informed and up to date with operations of the NFP. New directors do well to learn the issues that face the board and the dynamics and unique culture of the board itself as quickly as they can.

As NFP boards are generally close to the action of the organisation, and CEOs and staff are often directly and strongly effected and influenced by the culture of the boardroom. Conflict or disorganisation can trickle don into day to day operations very easily. At the same time, however, cohesiveness, commitment and cooperation in the boardroom will have a positive and lasting effect on the organisation as a whole.