The Board AI Pulse
Four governance questions — your AI budget, how much AI matters, your absolute no’s, and what you expect of leadership. You answer them this morning, before anyone teaches you anything, and again at the end of the day. The gap between the two is what the day was worth. The end-of-day answers become a draft expectations document you can hand to leadership.
Yes, you will answer these questions twice. That is the point.
This is not a mistake and nobody lost your morning answers. We are measuring how today changes your thinking: your positions before the session are the baseline, your positions after it are the finding. If nothing moves, that is a finding too.
Working through this solo? Answer the morning round now, go do the session — or some serious reading — and come back. Your answers wait in this browser.
How to run this with a full board
Timing
10 minutes at the top of the day, before any content. 10 minutes at the end for the second round, then 10 more on the movement view and the draft document. Each board member answers on their own device; this page saves locally, so their morning answers are waiting for them after lunch.
Say this in the morning — the asked-twice framing, out loud
“Before I teach you anything, I want your positions on four questions. You'll answer the same four again at five o'clock. That's deliberate — we're measuring how today changes your thinking. Answer with what you actually believe right now, not what you think the right answer is. There are no wrong baselines, only dishonest ones.”
If you skip this framing, the second round feels like a clerical error and people copy their morning answers from memory. Name it, and the room treats the repeat as the measurement it is.
Say this at the end of the day
“Same four questions. Don't try to remember what you said this morning — answer with where you actually are now. The tool will show you the gap, and the gap is the interesting part.”
Synthesis — turning eight tablets into one document
The predefined categories exist so tallying is mechanical, not interpretive. After the second round:
- Budget: go around the table, collect the numbers, read out the lowest, the median, and the highest. Let the room argue to one number.
- Importance: read the spread. A board split between 3 and 9 has a strategy conversation to finish before any document is credible.
- Guardrails and expectations: hands up per category. Picked by a majority — it's in. Picked by one or two — thirty seconds to make the case, then vote.
- Enter the agreed answers into the end-of-day round on one master device and generate the document from that. Print it before anyone leaves the room.
Debrief on the movement view
Ask whoever moved the most to say which moment of the day did it. Ask whoever didn't move at all whether that's conviction or whether the day missed them. Both answers are useful to you.
Where you stand before anyone teaches you anything
Answer with what you believe right now. Gut numbers are fine — that's what a baseline is.
Same four questions. Where are you now?
Don't try to remember your morning answers — that would defeat the measurement. Answer with where the day actually left you.
How the day moved you
Before on the left, after on the right. This is the payoff of answering twice.
Draft Board Expectations Document
Built from your end-of-day answers, in the shape leadership can act on: here is the money you may spend; in exchange, here is what we expect. Board-level expectations only — leadership decides the tactics.