We talk about what investigations can unintentionally do to people’s positions and emotions, especially in the classic he-said-she-said scenarios where nobody feels seen at the end of the process. Tania explains why workplace mediation is not about proving who is right or wrong. It is about sense-making, hearing each other’s experience, and working out how to move forward without ending up in the same place again. We also discuss why some organisations prefer the label facilitated conversation, and the real advantage of an external mediator, not just skill, but independence and psychological safety for the people in the room.

Finally, Tania shares a few ideas that will stick with you, including her view that conflict is data and that mediation can be a powerful leadership development tool. We also touch on the shift in expectations around psychosocial hazards, why law firms can still be surprisingly conflict-averse, and what sustainable change can look like when people actually have the conversation they have been avoiding.

CHAPTER MARKERS

00:00 Tania Waters, Workplace Mediation Specialist

01:17 Why Mediation Is Underused in HR and How to Fix It

02:45 When to Investigate vs. When to Mediate Workplace Conflict

04:39 How Mediation Shifts Perspectives and Breaks Entrenched Conflict

05:23 Mediation Is Not About Right or Wrong, It's About Sense-Making

07:35 Facilitated Conversation vs. Mediation: Why Labels Matter

12:41 The Superpower of Independent External Mediators

14:20 Personality Clash Is a Myth: The Real Root Causes of Workplace Conflict

21:00 Conflict Is Data: Using Workplace Conflict as a Leadership Tool

21:25 Mediation for Leadership Development and the REWA Conference Talk

23:08 Tania's Business Philosophy: Quality Over Scale

24:04 Workplace Mediation Specialisation and Keeping Skills Sharp

Guest Links:

LinkedIn: https://www.linkedin.com/in/taniawaters/

Taite Website: https://taite.com.au/

More From Damien:

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A big part of the discussion focuses on what actually drives growth. Michael explains that effective business development is not about being pushy or performative. It is about trust, generosity, consistency, and staying front of mind. We also explore the research behind The Activator Advantage and the three behaviours that sit at the centre of it: commit, connect, and create. One of the more useful parts of the conversation is Michael’s challenge to the idea that only extroverted rainmakers succeed. He makes a compelling case that introverts can be highly effective in BD when they lean into their own strengths.

We also spend time on the internal barriers that make BD harder than it needs to be. Fear of rejection, perfectionism, and competing commitments all show up in this conversation, along with the stories professionals tell themselves about why they are not naturally good at this part of the job. Michael shares how his coaching work, including his wisdom circles, helps people work through those patterns and build habits that are realistic and sustainable. If business development has ever felt awkward or unnatural, there is a lot in this conversation that will shift the way you think about it.

CHAPTER MARKERS

00:00 Michael Schiffner and the BD Problem

01:25 Why Professional Services Firms Struggle with BD

02:26 Business Development Versus Selling

05:49 Why Introverts Can Succeed in BD

09:10 The Activator Advantage

09:45 Commit, Connect, Create

14:00 Fear, Perfectionism, and Mindset Blocks

17:22 Wisdom Circles and Coaching

20:29 Hidden Barriers to Action

22:01 Why BD Is a Long Game

Guest Links:

LINKEDIN: https://www.linkedin.com/in/michaelschiffner/

WEBSITE: https://collectiveintelligence.au/

More From Damien:

Website | LinkedIn | YouTube

WORK WITH ME:

Book a Mediation or a 15-minute Discovery call with Damien: https://www.evolveresolve.com/booking

Website: https://www.evolveresolve.com/

LinkedIn: linkedin.com/in/damien-van-brunschot

YouTube: @evolveresolve

Email: damien@evolveresolve.com

We also unpacked his workplace culture survey and what it means for generational engagement and leadership. David explained the methodology: around 1,000 Australians were surveyed using a weighted, census-matched representative sample.

We discussed how pay and job security remain the top drivers when choosing a job across all age groups, including those aged 18–29 (pay 56%, security 51%), pushing back on myths that workplace perks attract Gen Z.

We explored what respondents define as a ‘good workplace culture’—a non-toxic environment (19%), mutual respect (17%), and teamwork (15%)—and why most people are positive about their current workplaces despite nearly half dreading work and concerns about office politics.

We also covered how under-30s prioritise career development and mobility, as well as the sharp AI anxiety among younger workers, with 62% expecting their job could be replaced within five years, with implications for morale, retention, and policy.

Simon takes us back to 1988 when he joined Shine and the firm was tiny, doing mostly conveyancing, and then walks through the moments that changed everything. We talk about the late 1990s push interstate, why they made the call, what they learned the hard way, and how Shine grew into a national firm known for personal injury and class actions. It’s a candid look at growth that wasn’t always neat, but was always deliberate.

We also get into the bigger swings, including Shine’s move onto the ASX and what it’s like running a listed law firm with the scoreboard ticking over every day. Simon shares why he’s now spending serious time building Shine’s international presence, particularly in the United States and New Zealand, and what’s driving that ambition. If you’re interested in leadership, long game career decisions, and how big firms actually expand, you’ll get a lot out of this one.

Guest Links:

https://www.shine.com.au/

https://www.linkedin.com/in/simon-morrison-087434/

More From Damien:

Website | LinkedIn | YouTube

Julie shares what drew her into mediation, including her experience in defendant practice and the shift she saw in the post Royal Commission environment. We discuss the kinds of matters she mediates now, including sensitive and highly emotional claims such as historical abuse, birth trauma, nervous shock, catastrophic events, and compensation to relatives claims. We also explore why traditional, lawyer-driven approaches can fall short in these settings, and what lawyers on both sides can do to better support their clients through the process.

We then unpack the practical tools and mindset behind trauma-informed mediation. Julie explains trauma at a high level, how it can show up in the room, and why it can affect a person’s ability to process advice and make decisions. She also shares examples of how small, thoughtful process choices can change the tone and safety of a mediation, and we finish with a candid discussion about vicarious trauma, compassion fatigue, and the self-care systems Julie uses to stay present in demanding work.

Guest Links:

1. R3 Resolution's Website: https://r3resolutions.com.au/
2. Julie's LinkedIn: https://www.linkedin.com/in/juliesomerville/
3. Law Society of Scotland Trauma-Informed Justice Modules: https://www.lawscot.org.uk/members/cpd-training/online-cpd/trauma-informed-training/
4. Legal Society of New South Wales Trauma-Informed Legal Assistance: https://www.legalaid.nsw.gov.au/for-lawyers/professional-development/lawyer-education-series/trauma-informed-legal-assistance
5. What is Trauma-Informed Mediation: https://r3resolutions.com.au/what-is-trauma-informed-mediation-a-practical-explanation-for-lawyers-and-their-clients/

More From Damien:

Website | LinkedIn | YouTube

We talk about what most law firms get wrong about “being different” and why the real goal is being distinctive. Dan unpacks brand salience and the long game of staying top of mind, plus we discuss a standout example from Shine Lawyers and how memorable branding can cut through a crowded market without relying on the usual legal clichés.

We also explore StoryBrand and why positioning the client as the hero matters in professional services, particularly when clients are stressed, time poor and trying to make sense of a complex process. Finally, Dan shares his candid view on how AI is starting to reshape SEO and legal marketing, what is still unclear, and what firms should be paying attention to right now.

Links:

https://www.practiceproof.com/

https://www.linkedin.com/in/marketinglawfirms/

Website | LinkedIn | YouTube

We then unpack the origin story of Travis Schultz & Partners, including the market context in Queensland and the events that led Travis to start again after the Slater and Gordon acquisition of Schultz O’Brien. Travis shares what he set out to build, how the firm evolved, and why relationships and reputation still matter more than most people admit.

Finally, we talk culture and leadership. Travis reflects on the choices he has made around how the firm operates, the behaviours he has tried to leave behind, and the practical lessons he has learned about autonomy, accountability, and addressing issues early. If you’re interested in the realities of running a modern law firm, this conversation is a grounded look at what that actually involves.

Links:

https://www.schultzlaw.com.au/

https://www.linkedin.com/company/travis-schultz-law/

Website | LinkedIn | YouTube

Our conversation explores the real difference between mentoring and coaching. While mentoring is often about offering advice, coaching is about facilitating self-reflection and unlocking potential. Lara emphasises the importance of accredited coaching, ensuring that lawyers receive support from those who not only understand the law but are also trained to guide meaningful change. We discussed the perfectionism that is so common among lawyers and how coaching can help address the deep-seated beliefs and behaviours that hold people back, fostering resilience and a healthier approach to both career and life.

What resonated most was the growing recognition that well-being and professional success go hand in hand. Lara’s work, including her podcast The Speed Coach, is helping to demystify coaching for lawyers and encourage the profession to embrace new ways of working and thinking. In a legal world where career paths are no longer linear, finding your own chair and having the right support to do so has never been more important. If you are feeling out of place in your current role, perhaps it is time to consider what coaching could unlock for you.

Links:

https://www.larawentworth.com.au/ 

https://www.linkedin.com/in/lara-wentworth-265864b5/ 

https://coachingadvocates.com/legal-career-accelerator/ 

Website | LinkedIn | YouTube

Shannon’s legal background, with degrees from QUT and the University of Melbourne, provided a strong foundation for her political career. Before entering Parliament, she worked as an employment lawyer and volunteered with organisations such as the Centre Against Sexual Violence and the Centre for Women in Logan. Her ministerial experience is extensive, having served as Attorney General, Minister for Child Safety, Prevention of Domestic and Family Violence, Small Business, Employment and Training and Health. Throughout, Shannon has been at the forefront of major reforms, including the Women’s Safety and Justice Task Force and voluntary assisted dying legislation. She spoke candidly about how her legal training sharpened her negotiation skills and ability to navigate the emotional and practical complexities of policy reform. Empathy, she noted, is central to her leadership, an approach shaped by her years of community work and her commitment to visibility and compassion in public life.

Now serving in opposition, Shannon reflected on the transition from government to holding government to account. While the pace may be different, she’s found space for reflection, critical thinking and personal renewal, balancing family time and personal pursuits with her ongoing passion for policy and reform. Our conversation was a powerful reminder of the impact empathetic, principled leadership can have on both legal and political landscapes and left me inspired by Shannon’s clarity of purpose and optimism for the future.

Links:

https://www.shannonfentiman.com/

Website | LinkedIn | YouTube

The most striking realisation has been that mediation is its own discipline, distinct from legal practice. Even after years of acting as an advocate in mediations, stepping into the mediator’s chair revealed how much dedicated training and feedback matter. Building trust and rapport is at the heart of the process. Credibility helps but it’s the relationships formed with lawyers and clients, often during those quieter moments, that make the work meaningful and productive. Patience and optimism are indispensable, especially when negotiations stall or doubts creep in. I’ve learned that maintaining a positive, solution-focused mindset can keep everyone moving forward, even when energy in the room is flagging.

Emotional intelligence sits at the core of effective mediation and recognising the emotional currents that run beneath the surface is essential. It’s about helping participants acknowledge these feelings of fear, frustration and uncertainty without letting them derail the process. Preparation is also vital, though it looks different from advocacy. Mediators must know the issues and the people but also remain flexible and ready to adapt as dynamics shift. 

Three common mistakes I see in approaching negotiations include insufficient preparation, an over-formal approach that misses the more collaborative tone of mediation and treating negotiation as a mere platform for argument rather than a process of mutual discovery. I’m grateful to the legal community for the encouragement and support during this career transition and I look forward to more opportunities to learn and collaborate in the coming year. Wishing everyone a restful Christmas and a positive start to the new year.

Links:

Website | LinkedIn | YouTube

In this episode, we explore the current state of the Australian legal services market, including the rise of mega firms, the resilience of mid-tier players and whether the narrative of global firms infiltrating our market holds true. Joel's analysis challenges common assumptions, characterising market changes as more ebb and flow than widespread takeover. Our discussion ventures into private equity's potential role in Australian law firms and whether mid-tier firms might follow the UK model, the nuanced territory where law firms are competing with consulting services, and Joel's framework for understanding why some firms flourish whilst others flounder. Key factors like clear strategy, strong culture and effective leadership emerged as the differentiators between high performers and those struggling to find their footing.

Our conversation also tackled generative AI's potential to reshape the industry through pricing disruptions and efficiency improvements. Joel remains cautiously optimistic, suggesting that whilst commoditisation might affect some areas, the nuanced human elements of law remain irreplaceable. His forecasts for 2030 and insights into why Australian law firms' agility and leadership position them favourably on the global stage offer encouraging perspectives for the profession's future. For anyone interested in the business of law and where the profession is heading, this conversation provides essential strategic insights.

Links:

https://www.barolskyadvisors.com/ 

https://www.linkedin.com/in/joelbarolsky/ 

Website | LinkedIn | YouTube

The gender dynamics in creative industries formed a compelling part of our discussion. While Dee acknowledges the industry has changed, she remains concerned about women's long-term career prospects, particularly regarding flexible work arrangements that may inadvertently impact visibility and advancement. 

We explored why negative political advertisements remain effective despite public aversion. These ads stick in voters' minds longer and stimulate emotional responses crucial for engaging disengaged swing voters. This insight resonates deeply with litigation strategy, where framing arguments around what clients stand to lose often proves more compelling than emphasising what they might gain.

Our discussion of modern work practices revealed Dee's nuanced perspective on remote working. She points out the visibility issue that comes with working from home, particularly for women and how it affects career progression. While acknowledging the work-life balance benefits today's workforce enjoys, Dee warns of potential long-term career impacts and emphasises the importance of in-office collaboration for skill development. 

I thoroughly enjoyed this conversation with Dee. Whether it’s in advertising, politics, or law, we agreed that success hinges on understanding human emotion, making persuasive cases and maintaining integrity while pursuing ambitious goals.

Links:

https://campaignedge.com.au/

https://www.linkedin.com/in/dee-madigan-73521318/

Website | LinkedIn | YouTube

One critical insight from our discussion was the persistent misconception that tendering is merely administrative work. Deb advocates passionately for recognising tender specialists as strategic assets whose skillsets encompass strategic planning, project management, and persuasive communication. The most common failing in tender responses is lack of specificity, when organisations articulate what they do rather than demonstrating the actual benefits clients will receive. While acknowledging technological advancements in AI, Deb maintains that the human element remains irreplaceable in tendering. AI can support the process but it cannot replicate the nuanced understanding and relational dynamics that human specialists bring to aligning responses with client objectives.

Working with Deb has fundamentally shaped my understanding of client engagement and strategic communication. Her guidance taught me that success in competitive bidding requires the same discipline we apply to legal practice. This means meticulous attention to client needs, precise articulation of value and strategic positioning that differentiates rather than homogenises. For professionals in legal services and beyond, these insights are increasingly crucial as tendering becomes standard practice for securing significant engagements.

Links:

https://www.linkedin.com/in/deborah-mazoudier

https://www.tenderplusconsulting.com.au/

Website | LinkedIn | YouTube

UGRs capture the naturally occurring behaviours and perceptions that truly shape workplace culture. It’s the real-time dynamics that newcomers absorb when colleagues say, "What really happens around here is..." In professional services, these UGRs are particularly vivid and often problematic: poor behaviour tolerated if you're a high revenue generator, voices that matter only after climbing several rungs on the corporate ladder, hierarchies and tolerances that directly contradict stated values. Steve suggests that these unspoken rules can be more powerful than leadership itself. Leaders come and go but deeply entrenched UGRs persist, shaping behaviour regardless of who's nominally in charge.

The intersection of safety protocols and UGRs proved particularly compelling in our discussion. Steve's work in the aviation sector revealed how strong safety culture rhetoric often masks UGRs like "Around here, safety is a tick-box exercise." This disconnect between aspiration and reality exists across industries and functions, from safety compliance to diversity initiatives to client service standards. The path to realignment requires honest awareness of existing UGRs, which often differ drastically from stated values. Steve's methodology involves crafting clear "lead-in sentences" that open authentic dialogue which enables organisations to measure cultural health effectively rather than relying on sanitised engagement surveys.

What defines great culture, according to Steve, is remarkably simple: alignment between aspirational culture and actual UGRs. Transformative change occurs when there's minimal discrepancy between what organisations profess and what they do. Having witnessed firsthand how compelling this focus on UGRs can be, I'm convinced this methodology should be central to any serious cultural assessment and realignment effort. For leaders in professional services and beyond, Steve's work offers a framework for confronting uncomfortable truths about organisational culture, an essential first step toward genuine transformation. 

Links:

https://steve-simpson.com/

Website | LinkedIn | YouTube

Carolyn Grant is the founder and CEO of People Plus Science, where she combines her expertise in human and organisational behaviour, neuroscience and research to help organisations thrive. A perpetual student of behavioural science, Carolyn believes that continual research and product development are fundamental to sustainable organisational success.

While psychological safety and psychosocial risk management might sound like corporate jargon, they represent fundamental shifts in how organisations must operate to remain competitive and compliant. Psychological safety creates environments where team members feel secure voicing ideas, asking questions, and challenging assumptions without fear of humiliation or punishment. This isn't about creating comfortable spaces that avoid difficult conversations. In fact it’s quite the opposite. Carolyn emphasised that genuine psychological safety requires accountability and intellectual friction, the kind that drives breakthroughs rather than stifles them. 

Psychosocial hazards represent the other side of this equation. These are the workplace elements that cause stress, whether tied to management styles, job autonomy, or personal factors like financial strain. The research reveals what effective leaders instinctively understand: trust forms the foundation of everything else. Without trust, change management fails, communication breaks down, and performance suffers. 

The critical insight from our discussion is that addressing these factors requires genuine commitment beyond superficial solutions. Carolyn cautioned against treating social events as remedies when deeper issues like bullying or low trust exist. Real improvement demands focusing resources where they'll achieve the greatest impact and address fundamental issues rather than treating the symptoms. 

Links:

https://peopleplusscience.com/

Website | LinkedIn | YouTube

Chris's extensive experience working with high-performance athletes provides unique insights into how teams function under pressure—lessons that translate remarkably well to professional environments. What struck me most was his emphasis on shared objectives as the foundation for any successful team, whether that's a sports squad preparing for competition or a law firm working towards strategic goals.

The concept that resonated most deeply was Chris's approach to fostering what he calls a "high-responsibility, low-credit culture." In elite sports, victories and losses belong to the entire team, creating an environment where accountability flourishes without the destructive pursuit of individual recognition. This philosophy challenges the traditional workplace dynamic where credit-seeking often undermines collaboration. When team members feel comfortable contributing and learning from experiences without fear of blame or lack of recognition, the entire organisation benefits from increased innovation and collective growth.

Perhaps most intriguingly, Chris highlighted the stark differences in time management between sports and conventional workplaces. Elite athletes dedicate themselves completely to the task at hand, with flexibility and total commitment driving their approach rather than rigid adherence to traditional schedules. This philosophy, focusing on crucial tasks rather than clock-watching, offers a compelling alternative to conventional workplace structures. 

Our conversation reinforced that sustainable success, whether in sports or professional services, comes from creating environments where individual growth serves collective achievement, and where being a brand ambassador becomes a natural extension of personal excellence rather than a corporate mandate.

Links:

QSWMC Website: https://qsmc.net.au/

Website | LinkedIn | YouTube

As the first woman in Australia to develop a dedicated mediation practice, Alison faced significant barriers, from industry resistance to the challenge of building trust in a field where few had gone before. Her story is a testament to the importance of self-belief, perseverance, and the willingness to be “the best you can be” rather than simply better than others.

Alison’s insights into mediation highlight its distinct nature as a profession, separate from traditional legal practice. She emphasises that effective mediation is not just about legal knowledge, but about understanding behavioural dynamics, decision making and the human element at the heart of every dispute. 

Alison’s international work and collaborations with professionals from diverse backgrounds such as anthropologists, psychologists and sociologists have reinforced her view that mediation requires a unique skill set. She encourages legal professionals considering this path to approach it as a full-time, independent vocation, investing in continuous learning, reflection, and a genuine commitment to people over process.

For those in the legal field contemplating a move into mediation, Alison’s advice is clear: treat it as a distinct and serious profession, not a retirement option or a side practice. She underscores the value of independence, ongoing education and building a strong network for feedback and support. As the legal industry evolves and technology like AI begins to play a role in conflict resolution, Alison remains optimistic about the enduring importance of human connection and empathy in mediation.

Links:

Alison Haly LinkedIn: https://www.linkedin.com/in/alisonhaly/

Website | LinkedIn | YouTube

The foundation of Hall and Wilcox's success lies in their unwavering commitment to cultural values encapsulated in their hallmarks: "Stay true, be remarkable, evolve always, respect, better together." Tony emphasised that these aren't mere corporate slogans but principles that guide every decision, from recruitment to progression. Where many firms stumble during integration and execution phases, Hall and Wilcox invested heavily in cultural alignment and strategic foresight. Tony's personal evolution as a leader—transitioning from a task-focused approach to one balanced with empathy and understanding—mirrors the firm's growth philosophy of remaining true to core values while continuously evolving.

As Tony steps into a new chapter, transitioning from his managing partner role while remaining with the firm in a strategic capacity, his legacy extends far beyond growth figures. His journey reinforces that authentic leadership in the legal profession isn't about commanding from the top but about building sustainable foundations through culture and strategic vision. The conversation left me convinced that lasting success in professional services comes not from chasing opportunities but from staying true to your values while strategically positioning for the future—a lesson that resonates well beyond the legal industry.

Links:

Tony Macvean LinkedIn: https://www.linkedin.com/in/tony-macvean-191652/

Hall and Wilcox Website: https://hallandwilcox.com.au/

Website | LinkedIn | YouTube

Kate's career journey, from plaintiff advocacy to founding Kare Lawyers, offers invaluable insights into the complex interplay of duties in negotiation environments. Unlike courtrooms, where ethical guidelines are clear-cut, negotiations often exist in a grey area, demanding a delicate balance between robust client representation and honest dealings with opponents. Our conversation highlighted that even without the formalities of a courtroom, ethical standards must be upheld to maintain the integrity of the legal process.

We went on to analyse Mullen's decision, a case that exemplifies the severe consequences of failing to disclose material information during negotiations. This incident serves as a reminder to practitioners of their independent ethical obligations, reinforcing the message that transparency should never be compromised, despite the pressures or stakes involved.

For those entering the legal field, this discussion provides practical guidance on navigating these ethical complexities, emphasising the necessity of maintaining transparency and ethical rigour in negotiations. By keeping these conversations alive, Kate and I aim to inspire a commitment to ethical practices that safeguard the integrity of the legal profession in every negotiation scenario.

Links:

Website | LinkedIn | YouTube

Too many assume that once we step outside the courtroom's formal boundaries, we enter a realm where every person fends for themselves and strategic advantage trumps professional integrity. This couldn't be further from the truth. Negotiation isn't a game where honesty takes a backseat to strategy, nor is it a lawless frontier where ethical constraints simply evaporate. The reality is far more nuanced—and far more demanding of our professional responsibility.

Mastering ethical negotiation requires the same dedication we bring to legal research or courtroom advocacy. It's a skill that, when developed thoughtfully, enhances rather than constrains our effectiveness as advocates and counsellors.

Links:

Website | LinkedIn | YouTube

In an industry where strategic advice often comes from consultants who've never navigated the internal complexities of professional services, Kim's hands-on experience provides invaluable insight. She understands both the boardroom pressures and operational realities that define modern professional services firms. Our conversation explored how this unique vantage point informs her approach to the fundamental shifts reshaping the industry.

The professional services landscape demands leaders who can navigate complexity while maintaining strategic clarity. Success requires balancing operational agility with authentic client engagement, innovation with relationship preservation, and growth with strategic purpose.

Kim's perspective reveals an industry at an inflection point—one where traditional approaches face increasing pressure, yet opportunities for strategic differentiation have never been greater. 

Thank you to Kim Wiegand for an inspiring conversation. 

Links:

Website | LinkedIn | YouTube

Understanding these unwritten ground rules is crucial for any leader aiming to align culture with actual values. The old adage that people care more about what you do than what you say holds true here. Through surveys and honest dialogue, leaders need to identify whether an environment truly fosters inclusivity or merely pays it lip service on paper.

Regardless of your technical role, if you’re growing a business, you’re in the people business. Many frustrations fall not with clients but with interpersonal dynamics. As someone who regularly engages in leadership coaching, I understand firsthand that every business endeavour essentially boils down to dealing with people.

Links:

Website | LinkedIn | YouTube

Negotiation is an intricate dance, requiring a balance of empathy, strategy, and ethical considerations. Whether rooted in trust or positioned adversarially, mastering negotiation can lead to profound outcomes in both the legal profession and the broader business world. By focusing on interests over positions, leveraging key negotiation variables, and acknowledging the emotional dimensions at play, we can refine our approach, negotiating not just agreements but lasting and meaningful partnerships. 

Links:

Website | LinkedIn | YouTube

In the pressure-cooker environment of professional services, where intellect and competition dance a fine line, ego can either serve as a driving force or become a career-stalling impediment. Over our discussion, Gabbi and I explored how unchecked ego can undermine leadership, especially in the uniquely collaborative world of law. Our conversation was not just about the theory of ego in leadership but about real experiences and strategies to foster genuine collaboration and growth in competitive environments.

My dialogue with Gabbi was a crucial reminder that leadership is not about who stands in front, basking in their own glory, but about who works behind the scenes to build an inclusive, empowered, and cohesive team. 

Thank you to Gabrielle Forbes for a candid and inspiring dialogue. 

Links:

Website | LinkedIn | YouTube

For me, the decision wasn't just about financial readiness to take a risk, although that was a pragmatic reason. It was more about a deep-seated need for change and challenge. As time went by, I found myself getting too comfortable in my role, and I realised that comfort wasn't where I wanted to be. I needed an environment that pushed me, an opportunity to grow in different directions.

In shedding those golden handcuffs, I’ve embraced a life that’s richer in creativity and personal fulfilment. I hope you'll join me in exploring the possibilities that lie in embracing change and unleashing your own potential. Thanks for being part of my journey.

Links:

Website | LinkedIn | YouTube

You might wonder, why the name "The Resolution Room"? This title encapsulates the dual purpose of my mission at Evolve Resolve: resolving claims and elevating leadership. I've found that in professional services, many people overlook the transition required to move from being a skilled technician to becoming an effective people leader. This transition is both a challenge and an opportunity - one I intend to explore through my podcast, with insights from my own experiences and conversations with insightful guests.

Themes and Focus

In The Resolution Room, we'll tackle two central themes. First up is negotiation and mediation. While my day-to-day work often involves the legal community, given my collaboration with lawyers, the principles of negotiation extend far beyond law. They're integral to leadership. After all, negotiation is a critical tool for anyone looking to lead effectively. Secondly, we'll dive into leadership itself. My passion lies in leading oneself, leading others, building better teams, and even crafting a personal brand that stands out.

The Connection Between Mediation and Leadership

Why the crossover? Why combine mediation with leadership within a single podcast? For me, it makes perfect sense. The skills required to resolve issues or disputes as a mediator are remarkably similar to those needed in leadership. Whether it's managing team dynamics, maintaining profitability, fostering client and stakeholder relationships, or navigating the day-to-day challenges a leader faces, resolution skills come into play. Moreover, leadership isn't just about dealing with immediate issues; it's about having the strategic foresight to anticipate and adapt to larger disruptions in business and the industry. 

About Me—Damien Van Brunschot

I was originally admitted as a solicitor back in 1996. Fast forward to 2007, and alongside a business partner, we established a law firm that rapidly scaled from four people to a team of fifty in just eight years. Our growth trajectory led us to align with a global brand, which offered unique opportunities and challenges. Eventually, I became the managing partner of this international enterprise in the Australian market, combining startup and scale-up experiences with the perspective of a global brand. This journey has equipped me with a unique lens, which I aim to bring into every episode of The Resolution Room.

The podcast is an avenue not only for me to share my insights and learnings but also to engage with like-minded individuals who are curious about leadership and resolution. I hope you'll find value in the conversations that unfold in The Resolution Room. Thank you for joining me on this journey.

Links:

Website: https://www.evolveresolve.com/

LinkedIn: https://www.linkedin.com/in/damien-van-brunschot-95b05755/

YouTube: https://www.youtube.com/@evolveresolve