Boardrooms may seem similar everywhere, but culture often defines how decisions are made. My first board experience in India revealed just how influential those cultural dynamics can be. How Culture Shapes the RoomWhen I first walked into a boardroom meeting for an NGO in India, I thought I was prepared. There was an agenda in hand, minutes from the last meeting, and expectations of structured discussions. What I wasn’t prepared for was how much culture, more than process, would shape that conversation.The meeting was held in a modest setting. The individuals around the table carried years—sometimes decades—of experience in the development sector. But what surprised k me most was not the agenda, but the unspoken rules that guided how people interacted.In India, boardroom culture, especially in mission-driven organisations like NGOs, often reflects broader societal values. Hierarchy, relationships and respect for experience play a central role. Younger voices, including mine, were welcomed, but it was clear that listening first was expected. Influence in this room was not asserted through titles or loud opinions, but earned over time through trust and demonstrated understanding of the work on the ground.Patience is Not IndecisionEarly in the meeting, I noticed how conversations circled issues, how silences stretched longer than I was used to. Initially, I wondered if this reflected uncertainty. But with time, I realized that  this was not hesitation. It was patience.There was an emphasis on hearing from the most experienced members, understanding the full context, and ensuring that decisions carried broad consensus. This approach may seem slow, but in sectors like social development, where decisions impact vulnerable communities, it reflects caution and care.Listening as LeadershipMy first NGO boardroom experience taught me that leadership isn’t always about speaking first or loudest. Sometimes, it’s about recognising the cultural rhythm of the room, building trust, and understanding when silence carries more weight than words.In India’s context, this patience and respect for hierarchy is not a barrier to progress—it’s a reflection of how trust and responsibility are cultivated.As leaders, whether in the private, public or nonprofit sectors, developing cultural fluency is as important as technical expertise. Culture shapes governance, influences outcomes and determines how effectively a group can steer change. Five Reflective Questions:Have you experienced how culture shapes decision-making in your boardrooms?How do you balance respecting hierarchy with encouraging new voices?What silent rules have you noticed in leadership meetings?Does cultural patience slow progress — or build stronger decisions?How can leaders prepare to navigate culturally diverse boardrooms? Comparing Global Boardroom CulturesSince that experience, I’ve engaged with leadership teams across other regions. While boardrooms everywhere deal with strategy and governance, the cultural undercurrents differ significantly. The table below highlights some of these contrasts.