This discussion should be documented. Don't be surprised if they are unaware of the policy or the reasons it exists. Your first goal is to get the issue off the board table until you and the staff person have made every effort to work through the conflict. Depending on your board's policies and on their involvement in the conflict, you may then have to bring the resolution before the board for approval. Your second goal is to regain the trust of the board members involved.
Honest communication is the best route to rebuilding their confidence.
If your efforts to resolve the conflict fail, you should be the person to bring the conflict to the board. Given the inevitability of conflict in nonprofits, your board members need to know how to have constructive conflicts. Healthy conflict on a board can stimulate creativity and strengthen the organization. Training your board in the processes of healthy conflict is always a worthwhile investment of the organization's resources. More information about this book appeared in The Chronicle on February 24, 2000.