And the magic number is… … … well, it depends! (accompanied by great sigh of disappointment) But seriously it does depend on several factors. However, before we get to that, what are the parameters we need to be working within?

You are absolutely right to be concerned about the importance of a good Chair/Manager relationship. However, this needs to be part of a system that has a clear and mutually agreed allocation of roles (who is responsible for what between the Manager and the Board as a whole). It also needs to be part of a culture of mutual trust and respect between the Manager and the Board (as a whole).

While it might seem a bit awkward at first, regular 'Board Only' time or 'In Committee' Sessions (both terms mean the same thing) are generally considered to be a part of good practice for a non-profit board. It's a chance for board members to meet and freely discuss without any staff or observers present. And if you put it in place when there isn't a major conflict, it's easier to use when things get tough.