The CEO of a medium-sized business with 150 employees approached us to address a visible and escalating conflict between two senior leaders. Their conflict had become apparent during meetings, creating discomfort among colleagues. It also disrupted collaboration, with their respective teams avoiding joint efforts for fear of retribution from their leaders. Despite their teams having good relationships, the leaders’ discord had created a toxic culture of avoidance and broken communication and missed deadlines.

The CEO understood both perspectives but was concerned that if left unresolved, the conflict might escalate into a web of complaints and counter complaints from both parties. To address the situation, we recommended mediation as a pathway to resolution.

The Mediation Process

Mediation is a constructive approach for resolving conflicts where there is no clear “right or wrong.” It allows parties to express their concerns openly and work toward a mutually acceptable solution.

Pre-mediation
The process began with confidential pre-mediation sessions with both participants. These private discussions allowed us to understand their motivations, perspectives, and underlying concerns. Pre-mediation is crucial to build trust, establish confidentiality and provide comfort that the mediator would not report specific details back to the organisation.

Unlike workplace investigations, mediation does not involve writing formal reports. Instead, it offers space for individuals to air their concerns. A common thread in conflicts is the feeling of not being heard. Pre-mediation provides an opportunity to address these unspoken frustrations and delve into the invisible core issues driving the visible part of the conflict.

We found that one participant had a structured, career-focused and task-oriented approach. They valued speed, efficiency and decisive action, viewing these qualities as essential for success.

The other participant preferred a relationship-oriented, collaborative style, focusing on building strong connections and workplace harmony. Having worked for the organisation for years, they prioritised stability and teamwork over rapid decision-making.

These contrasting styles fuelled the conflict, with each leader misinterpreting the other’s intentions and approaches.

Joint mediation
The joint session began with opening statements from both parties, shaped by insights from the pre-mediation discussions. A brief agenda facilitated a focused conversation, with the mediator guiding the dialogue without offering solutions or advice.

The mediator’s role was to ask questions that helped each party clarify their priorities, perspectives and willingness to negotiate. This open and fluid process encouraged self-determination, allowing both leaders to identify what mattered most and how to approach a resolution.

Outcome and follow-up

The mediation enabled both leaders to share their perspectives, understand each other’s approaches and acknowledge their differences. While they did not change their fundamental views, they agreed to focus on managing their differences respectfully and collaboratively. They committed to preventing the conflict from escalating further, ensuring it did not hinder team dynamics or organisational goals.

A three-month check-in with the participants and mediator was established to assess progress and address any new challenges. At the check-in, both leaders reported improved communication and agreed they could handle their differences independently. While they acknowledged they would never be best friends, the mediation process helped them build a much better working relationship.

Recommendations for conflict resolution:

• Encourage Mediation early: Address conflicts before they escalate into formal complaints or significantly disrupt operations.
• Build trust through Pre-Mediation: Allow individuals to air concerns in private, ensuring confidentiality and comfort.
• Focus on Understanding: Prioritise individual perspectives and building mutual respect rather than seeking immediate solutions.
• Follow up: Schedule regular check-ins to ensure resolutions remain effective and adaptable to evolving circumstances.
• Foster a collaborative culture: Train leaders to value diverse working styles and adapt their approaches for better team cohesion.

By investing time in a structured mediation process, organisations can transform workplace conflict into opportunities for growth and improved collaboration.