The Resolution Room

I’m talking today with my good friend, Chris Brady, a seasoned physiotherapist and co-owner of the Queensland Sports Medicine Centre. Our conversation revealed fascinating parallels between elite sports performance and organisational success. 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

My recent conversation with Alison Haly, a trailblazer in the Australian mediation landscape, offered a compelling look into what it means to forge a new path in legal practice. Alison’s transition from over two decades at a global law firm to establishing her own mediation practice was driven by a deep-seated passion for resolving conflict—a skill she traces back to her childhood. 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

My recent conversation with Tony Macvean, the former Managing Partner (CEO) of Hall and Wilcox, revealed a remarkable leadership journey spanning 17 years of transformational growth. Under his guidance, the firm achieved a tenfold revenue increase and expanded from a Melbourne base to seven offices nationally. What struck me most wasn't just the impressive metrics, but how Tony approached this expansion—not through opportunistic acquisition but through strategic positioning in crucial markets like insurance and corporate practice, ensuring they could service national clients and attract international work while maintaining cultural cohesion throughout.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

I recently had the opportunity to sit down with my good friend and colleague, Kate Avery, a respected personal injury solicitor, to discuss the critical and often overlooked topic of legal ethics in negotiation. Drawing from her extensive experience in acting for both plaintiffs and defendants, Kate highlighted the nuanced ethical challenges practitioners face, particularly when their obligations to clients and opponents collide.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

There's a dangerous misconception lurking in our profession—that negotiation operates as an ethical free zone. While we've meticulously developed ethical frameworks for courtroom conduct, the obligations practitioners owe to opponents in negotiation and mediation remain frustratingly under-explored. 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

Kim Wiegand brings a rare perspective to professional services transformation. With over 22 years of global experience as a strategic growth and client experience advisor, she operates at the intersection of transformational leadership, operational capability, and sustainable revenue expansion. Her career spans leadership roles across major law and accounting firms, where she's built high-performing teams, advised boards, and fundamentally reshaped firm-wide growth agendas.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

While many executives invest time in crafting the perfect vision statement to bolster their team, I find this process somewhat overrated. Steve Simpson’s concept of unwritten ground rules offers a more authentic reflection of workplace culture—focusing on the actual behaviours and practices that define how a team truly operates beyond what’s stated in organisational materials.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

In our daily lives, negotiation plays an integral role, weaving itself into interactions ranging from persuading our children to eat their vegetables to reaching agreements in complex legal cases. As a lawyer deeply entrenched in both legal and leadership perspectives, I've come to realise that negotiation is an art that, when mastered, can be transformative in both the legal industry and the broader business arena.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

As I sat down recently for a deeply engaging conversation with my friend and esteemed colleague, Gabrielle Forbes, I couldn't help but reflect on a pervasive challenge I've observed spanning my years in the law and business: ego. 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

Leaving the comfort of a secure job is never an easy decision, especially when you're walking away from something often referred to as "the golden handcuffs." In the legal industry, these handcuffs are not only golden but intricately woven with the prestige and stability of being part of an established law firm. So why did I leave big law, a global business that I helped launch in the Australian market, to embark on a new path as a mediator and leadership coach?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

As someone who's always had a keen interest in the dynamics of leadership and the intricacies of mediation and negotiation, I found myself at a crossroads where I wanted to connect the dots between these passions and my professional journey. This is how "The Resolution Room" was born. A podcast designed to discuss topics around leadership, mediation, negotiation and team building.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 FocusIn 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 LeadershipWhy 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 BrunschotI 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