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When serious conflict arises in an organisation, it can be a confusing and demanding time for those responsible for managing it.

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If you are an HR professional, People Director, CEO, Chair, Board member or senior manager, you may already have taken steps to try to address the situation. There may have been conversations with those involved, attempts to resolve matters informally, or even formal processes such as an investigation, grievance or disciplinary procedure.

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Despite these efforts, the situation may have become entrenched. Individuals may have taken sides. Communication may have broken down. Trust may have eroded and relationships may have deteriorated to the point where colleagues feel unable to work together effectively.

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Sometimes there are wider organisational consequences. Absence from work may increase, people may take time off with stress, productivity can fall and the atmosphere within a team or department may become strained or divisive. In more complex cases, other members of staff can be drawn into the situation and the impact begins to spread across the organisation.

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When conflict occurs between senior leaders, directors or board members, the stakes are often even higher. Disputes at this level can affect organisational stability, leadership cohesion, decision-making and reputation. What begins as an interpersonal disagreement can quickly become a strategic organisational risk.

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Supporting organisations to resolve these complex, high-stakes workplace disputes is the area in which I specialise. Much of my mediation work involves situations where HR teams are managing conflict between senior leaders or key decision-makers, where relationships have become strained and traditional management approaches have not resolved the issue. You may feel frustrated that, despite everyone's professionalism and experience, the individuals involved simply cannot find a way forward.

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If this sounds familiar, you are not alone. This is where skilled, independent workplace mediation at senior level can make a significant difference. My role is to help organisations create the conditions in which difficult conversations can take place safely and constructively, allowing people to move beyond entrenched positions and rebuild workable professional relationships.

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Together we can consider the most appropriate way forward. Depending on the circumstances, this may involve:

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• formal workplace mediation between leaders

• conflict coaching for individuals involved in the dispute

• or a carefully structured combination of these approaches

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I am always happy to provide initial advice about the most appropriate pathway, based on the particular dynamics and sensitivities of the situation you are managing.

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My work focuses on restoring productive working relationships and enabling organisations to move forward constructively.

In mediation, participants are supported to explore the issues that have arisen and to develop clear and practical agreements about how they will work together in the future.

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I take a person-centred and psychologically informed approach, ensuring that each participant has the opportunity to feel genuinely heard and understood. In advance of the mediation meeting itself, I spend time with each participant individually so that they feel prepared, safe and able to engage openly in the process.

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Where appropriate, I also remain available following the mediation to support the sustainability of any agreements reached.

Participants themselves develop and own their Working Plan for how the relationship will operate in the future. Because the solutions are created by those directly involved, they tend to be more realistic, durable and effective.

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I currently have a 100% success rate in supporting participants to reach a Working Plan about how they will manage their professional relationship going forward.