​Directors have official responsibilities but they also tend to conform to the unofficial norms and ways of behaving that evolve uniquely in each boardroom. Such local norms, approved behaviors and ways of thinking that come to be adopted by a group constitute a culture. Some cultures can promote board effectiveness, but others lead to conflict, complacency or similar counter-productive behaviors. This article discusses the importance of the board and management discussing and coming to agreement on the type of culture they wish to establish in the boardroom.