Handling conflict well isn’t only about knowing what to say. It’s also about knowing when to stop talking. In a difficult conversation, leaders may feel pressure to offer solutions or defend their decisions. But in doing this, they sometimes miss important information. Recognizing when the urge to talk gets in the way of understanding can help leaders change the direction of a conversation. Here’s how to do it.
Conflict management and resolution may not feel like a natural part of an inclusion strategy, but getting it wrong can have huge implications for whether people feel a sense of belonging with their employer.
Leaders sometimes avoid addressing difficult issues for understandable reasons, especially when they worry the conversation might affect a working relationship.
The Digital HR and Technology Award recognises the effective use of tech by HR teams to bring about business benefits. The Personnel Today Awards 2026 judges, presented with high-quality entries, considered projects as diverse as large digital HR transformation projects and small-scale deployment of apps and sought evidence of how the technological intervention had solved a problem. Here we profile the shortlist.
Conflict is a normal part of working life, but that does not make it easy to deal with. When tensions are not resolved, the impact on wellbeing can be significant. Studies have found that 57% of people who report conflict at work experience stress, anxiety, or depression as a result.
Many employers still lack the mediation skills needed to stop disagreements escalating into formal disputes, research has found.
Many organizations invest in communication training, psychological safety initiatives, and speak-up cultures, yet workplace conflict continues to rise. Leaders often assume that developing confidence and conflict capability will improve how employees handle disagreement, but they may be overlooking another dynamic. In many cases, the real problem is not conflict itself, but people’s tendency to avoid it.
Conflict at work is at a record high. According to a September 2025 survey by Acas, 44 per cent of working age people in the UK had experienced conflict at work in the past 12 months, the highest ever reported in a survey of British workers.
With the pace of change in many organizations faster than ever, and workplace conflict at its highest levels, demands on leaders continue to grow. This is where the principles of mediation offer valuable insights. In my workplace mediation practice, I have seen how these principles can be applied not just in conflict situations, but in everyday conversations. Here are 4 main principles of mediation to strengthen your leadership skills.
