WORKPLACE MEDIATION FOR GENERAL PRACTICE
When two people in your team stop talking, you end up carrying both of them.
You’re too close to it to be the neutral one. I’m not, so the people involved can talk to each other again, and you can get back to running your practice.
Does any of this sound familiar?
There's been some quiet tension going on for months, you've heard rumblings of conflict but so far they've been easy to ignore. Then one day it all comes to a head and suddenly this isn't something in the background.
Following a heated disagreement over clinic workload, two team members refuse to work the same shift, and one eventually goes off on long-term sick due to stress.
Unresolved friction between clinical and admin staff over repeat prescriptions and urgent tasks results in colleagues no longer speaking directly and relying on defensive emails or internal "near-miss" reports.
An experienced team member feels consistently undermined or excluded from rota decisions, causing informal chats to turn into cold, formal emails and meticulous note-keeping, or AI transcription of every conversation.
Someone neutral, who knows how general practice works
I understand your world, but I'm not inside it.
I worked closely with general practice as an NHS Associate Director for Primary Care for four years as part of a 17-year career in NHS leadership roles.
I also know what happens when conflict is left. I have had team members resign rather than continue to work with a colleague; I have seen a practice lose most of its nursing workforce almost overnight.
I can hold a neutral, safe space for your team without needing to have the context explained. And I understand the impact of external pressures from patients, politicians and regulators.
Accredited workplace & employment mediator
Civil Mediation Council Member
17 years in NHS management and leadership
Insured and ICO registered
How it works
Mediation is voluntary and confidential. Everyone involved chooses to take part, and what's said in the room stays there. The mediator is neutral and does not make decisions on who is right or wrong.
1
A first conversation
We discuss a brief outline of the conflict, how I can practically support and what this might look like. There is no obligation to proceed and this conversation is free. If you want to move forwards, I send you my terms of engagement.
2
Meeting each person
I meet with each person on their own, in person or online. I explain the mediation process, listen to their side of things, and what is important to them. This session is about building trust. We discuss the Agreement to Mediate and I answer any questions.
3
Together in the room
We meet together, in person or online. We open and close the day in a joint session. I may hold private 1-1 meetings throughout the day as needed. This session is designed to get people talking. The aim is for them to come to an agreement for moving forwards.
4
An agreement they own
If an agreement is reached, I work with them to write this, in their own words, before we leave the joint meeting. Both individuals sign it and keep a copy. No one else has a copy unless they agree to share it with their manager.
Mediation or coaching?
MEDIATION
When the problem is between people in your team
When two people can no longer work effectively together, and past issues need resolving. There doesn't need to be an active grievance or complaint, and often the earlier action is taken, the better.
COACHING
When the weight of it is sitting with you
When you want to develop your skills and effectiveness. There doesn't need to be conflict in play. It could be about leading more confidently, communicating better, especially on the tough stuff, or managing the complexity of the workplace.
Questions about mediation
Do you only work with general practice?
General practice is my area of specialism but workplace mediation skills are completely transferable. My healthcare leadership background lends itself well to working with healthcare organisations, and I also take on work from other small businesses.
I work in Hampshire and the surrounding areas, in person, and online anywhere.
Is it confidential?
Mediation is confidential, with rare exceptions set out in the Agreement to Mediate. Nothing discussed with the mediator is shared with anyone else unless express consent has been given. This applies to both individual and joint meetings.
If an agreement is reached, it remains between the two people involved. It is only shared with their manager if permission is given for this to happen.
How long does it take?
Most mediations last no longer than one day, excluding the preliminary 1-1 meetings. I aim to schedule the 1-1s and joint mediation day as soon as possible after you contact me.
Who arranges and pays for it?
Mediation is usually arranged and paid for by the employer. Costs are agreed upfront, and I work to a fixed fee plus travel.
What if it doesn't resolve things?
Whilst an agreement is the goal with mediation, it is in the hands of the individuals, and there are times when agreement cannot be reached. In this case, formal HR procedures may need to begin or be resumed. Even then, the conversation often helps both people understand each other better.
Do you mediate between Partners?
It depends on the situation. I am not an expert on Partnership Agreements and am not a commercial mediator, so where there is potential that a Partner will need to leave the partnership, I may recommend another mediator.
However, if the conflict between Partners is purely relational and there is a desire on both sides to resolve it and continue working together, then I would take the case.
You don’t have to sort this out on your own
If you're dealing with conflict in your team and you think mediation might help, book an introductory conversation. Even if you're unsure and just want to explore your options, let's have a chat. The call is free, and there's no obligation to proceed.