Our learning programs are engaging, interactive, productive and not one-off affairs.

Our program model is based on blended learning with programs entailing a mix of face-to-face delivery, online components, video, micro-learning tools and coaching. People develop and own new skills through self-directed programs to effect behavioural change.  All our programs are interactive and enhanced by the use of real life and relevant scenarios together with exercises and discussion topics which translate to participants’ workplaces.

We tailor our programs to your workplace culture, policies, procedures and everyday challenges.


Respectful engagement requires more than a policy framework, instruction and employee awareness.  It requires employees to adapt both their mindsets and their skill sets to be prepared and equipped with ‘what to do AND how, also why I need to do it’ when disrespect is experienced or observed.

The compelling advantage of the Respectful Workplace Suite is that it provides awareness workshops, mindset preparation and leader skill acquisition combined with leadership development resources to sustain the transfer of training.  This approach embeds the learning that can carry a team towards it most challenging goals over a 2 year period.

It can be obtained as a suite or in individual components.

Respectful Workplace for Employees

Our 2 hour EEO Awareness program is designed for employees without leadership responsibility.  It is practical, action-based and effective.  It provides employees competency in EEO, anti- discrimination and anti-bullying principles, and beyond.  It triggers behavioural change by building self-efficacy in your people to engage with each other and attempt to resolve locally any disagreements, concerns or hiccups in their immediate operating environment.  Having employees address their workplace concerns or dysfunctions directly and proactively is the expedient approach to diffusing conflict that can lead to fractious workplace relationships, workplace bullying, diminished focus and reduced motivation which are all energy and time wasting dysfunctions.  It should counter the majority of issues that might lead to a formal grievance.  Moreover, respectful engagement creates an emotional ambience for genuine mutual interest in others workplace commitment, building a trust base for a healthy, high performing team.


The program is followed up by 8 tips, fixes and articles disseminated weekly over 2 months following the face-to-face session which embeds the learning.

Respectful Workplace for Leaders

Our Leaders program focuses on their roles and responsibilities in relation to EEO, discrimination, bullying and harassment.  It supports leaders to understand the legislative basis, the impacts of inappropriate behaviour and the processes they need to follow when they are required to respond to claims of inappropriate behaviour.

Again, our program takes a step further by reorienting their leadership stance and building skills to engender respectful interactions in their team.  Leaders will be able to support their teams to interact respectfully while engaging in challenging and robust conversations in pursuit of business goal achievement.

The workshop is followed by an online competency assessment to track the value of participants learning and confirm their competency development.

This progress is further strengthened through the Leaders Guide and the Respectful Workplace Toolkit.

“Platinum” Respectful Workplace for Leaders

This Respectful Workplace for Leaders Program option contains a heightened focus on the participant’s mindset, facilitating deeper diagnostic insight and self awareness.  Individual participant profiling explores their conscious and unconscious behaviours given the stress accompanying difficult conversations and team dynamics, can typically increase the risk of unproductive behaviours occurring outside of conscious awareness.  This will be accompanied with individualised insights into the behavioural demands of a Leader’s role to create a respectful and collaborative team. For this purpose we use a reliable and validated diagnostic, The Birkman Method (TBM).

An Interactive Guide for Leaders:

Resolving conflict and promoting a respectful and collaborative workplace

Our Interactive Leaders Guide to Resolving Conflict and Promoting a Respectful and Collaborative workplace is a micro training tool for Leaders that is tried and tested. It is an on-the-job quick reference support. Leaders can refer to The Leaders Guide at a moment’s notice to support them as a conflict within their team arises. The Guide is written with the frontline leader in mind. It is very practical and contains 5 short videos to allow Leaders to see how pivotal conversations might playout.

The Leaders Guide is a malleable resource that our clients have applied in varying ways. It comes in hard and soft copy. In soft copy, it can be placed on your LMS as an ongoing just-in-time reference for Leaders to access. It can be pulled apart and used as a platform for lunchtime briefings, whilst the videos can be used for other in-house development sessions.

A number of clients have provided the Leaders Guide as part of the Respectful Workplace for Leaders face to face session.

Leaders Toolkit for Building Respect


This is a program that develops your teams’ and leaders’ competence to have robust and purposeful dialogue that heads north, not south.

Effective dialogue is one of the single most important activities in the workplace.

Our Leaders and employee programs are built to achieve resilience in employees to initiate and sustain a robust and challenging conversation in which people are not fearful to walk conflict’s boundaries.  We develop the demeanour and competence to lead and engage in difficult conversations where innovation and development often occur on the edges of disruption.  Potentially conflict is experienced differentially in those conversations but the conversation and relationship stay within a healthy and productive realm of constructive conflict.  Should conflict tip into the unhealthy zone then, through our program, the competence exists to pull the conversation and relationship back to being functional and constructive.

Our programs also develop skills for leaders to apply in other difficult conversations.  Whether you are providing critical feedback to a team member, critiquing work, needing to express your disagreement in relation to a decision, having to say ‘no’ or encouraging and coaching your employees to have a direct conversation about issues, the answer is not to avoid the conversation or handle it half-heartedly. The program will provide leaders with insight on how to have productive and collaborative conversations with their employees and provide them with specific strategies for approaching them successfully.


Leaders can spend an inordinate amount of their productive hours immersed in resolving workplace concerns within their team.  Put in dollar terms, 15% of a leader’s time can be taken up dealing with conflict.  If you pay one leader $100k per annum, that is $15k each year for one conflict alone.

Workplace concerns, range from simple misunderstandings, interpersonal conflict to serious grievances such as discrimination, bullying, harassment and violence. Leaders being able to identify concerns early and address them effectively can occur in various ways.  This is a very practical program that builds skills along the continuum of interventions in resolving workplace concerns from supporting employees to engage in direct conversations to a Leaders role in a formal investigation process.


PEEL believes inclusive cultures and a diverse workforce can drive innovation and collaboration, create trusted partnerships with your customers, suppliers and community partners and contribute to the success and sustainability of your organisation. 

Our D&I Awareness workshops, for both leaders and employees, are engaging sessions which will support your internal D&I and EEO strategies. These are foundational programs centred on imparting knowledge and educating participants on the benefits of valuing difference and establishing inclusive work environments. It fosters employees and leaders dialogue about Diversity and Inclusion and how it applies to the work they perform every day, continually assisting to break down barriers.


Rather than focusing on telling people what not to do, what not to say or what not to believe our D&I Awareness workshops focus on  helping employees and leaders to work out what they can do – how, within their respective roles, they can proactively build inclusive workplaces and leverage the differences which exist within their teams.



It is common for people to be dismissive until conflict escalates before they respond, meaning significant damage to individuals and teams may have already occurred 

Our turnaround coaching addresses behavioural modification, as is the case with all effective coaching.  But where coaching relates to parties tipping into, embroiled in or emerging from workplace conflict, the approach must be cognisant of likely remnants of disputation. We dig deep into the root causes, often varying significantly because of individual’s unique perspectives to conflict.  Whether a workplace conflict is perceived broadly bubbling on the surface or swirling in the depths of interpersonal dynamics sometimes individuals immersed in disruptive or dysfunctional behaviour, are oblivious to their impact. 

We approach turnaround coaching from a unique perspective – our dispute resolution expertise. It is critical to explore how individual’s often unwittingly fall into conflict and how this becomes a unique starting point for a coaching program.

Turnaround Coaching is a proactive, alternative strategy for organisations to support individuals who are in conflict or displaying counter productive behaviours.

Turnaround Coaching takes different forms and is utilised in different ways.

  • Maybe there are some symptoms of disruption in relationships with other employees or stakeholders and an employee’s self awareness needs closer exploration.
  • Often it is early intervention where the employee is hesitant to raise their concerns due to fear of how they might be seen or pushback and negative reactions.  This can be a critical time to provide more granular support to prepare them to embark on the difficult conversation.
  • Then again it could be an even earlier intervention where the organisation has caught the conflict in gestation.  There are no real impacts yet but clients want to support someone to contemplate how their behaviour can be better managed rather than letting conflict arise or low level conflict escalate.

  • It may be ‘Dispute Specific Coaching’ where there has been a mediation or even an investigation and individuals need some support in managing their ongoing interactions or consideration of what to do differently in the future if the same sort of conflict triggers  arise again.

To assist us to gain insights into people’s behaviour and their needs, moving them from reaction to reflection and then more conscious responding, we use The Birkman Method (TBM). , TBM is a highly credible basis for a conversation with the coachee to access deeper levels of self awareness and particularly their reactive behaviours, emerging under stress.  Our coaching experience and abundant peer-reviewed research indicates that Self-awareness is the most effective starting point for many successful coaching programs especially where counterproductive behaviours might be unmonitored. Beyond accurate Self-awareness, TBM provides insight into suitable self-regulation approaches producing more consciously measured behaviours in interactions with colleagues or customers. 

TBM is an individual profiling tool measuring interests and motivation.  It gives greater insight into how both conscious and unconscious behaviour might be experienced by their important audiences.  TBM feedback allows people to understand how to engage with other’s diverse individual styles more fluently and better handle difficult conversations. Overall the coaching sessions, accompanying TBM report feedback support coachees to apply improved self-management of their more subconscious, reactive stress behaviours.

Our Turnaround Coaching objectives are to coach participants to:

  • Develop insights into their role’s array of behavioural demands;
  • Understand the possible unproductive impact of their behaviours in times of stress and conflict;
  • Develop practical skills to identify and manage behaviours and triggers which might currently escape conscious awareness;
  • Identify their goals for managing various levels of conflict effectively;
  • Improve language and communication skills in order to  address and manage conflict more effectively; and
  • Assist others toreduce the harmful impact of conflict on themselves..


Although timeliness is often important, the quickest way to resolve a workplace conflict may not produce the best outcome.

Trying to figure out what is going on in a workplace relationship or team is a critical first step in working out the best way to remediate it.  What you are being told is the cause of conflict or disruption, or what you assume it to be, might not be correct or complete.  Accurate and exhaustive diagnosis of the root cause of conflict is critical, -but ensuring  you have the full picture can take time.  Once you understand the interpersonal dynamics, the systemic and environmental factors sitting around the workplace conflict or disruption and complete a deeper dive into intrapersonal motivation and behaviours, then the platform for a sustainable intervention is established.

We are then able to recommend the most effective and sustainable intervention to remediate and harmonise the working relationships.  At the same time we pick up any environmental or systemic factors that may be triggering or contributing to the suboptimal dynamic or conflict.


As accredited mediators we have been supporting sustainable outcomes to the most complex workplace   challenges for over 10 years. 

Our approach to workplace mediation is a holistic and humanistic risk management approach firmly focused on identifying human, systemic or environmental factors contributing to  conflict. We believe this is critical to ensure the intervention of mediation is not short sighted and takes a broad-gauged, preventative stance. We believe this will addresses related organisational risks and by preventing a recurrence of similar disruptions achieves sustainable results.

We have also extended the mediation framework to introduce a validated diagnostic tool which is simply unparalleled as a data-source for intrapersonal and interpersonal level insight.  Using The Birkman Method (TBM) we can deepen the conversation to enable mediation participants’ to undertake theirown self awareness discovery. Self-awareness is only comprehensive when one’s own perspectives are contrasted with others perceptions; others’ observed behaviour. The greatest variance that occurs between the participant’s internal perspective and others’ external perception of participant’s actual behaviour is when participants subconsciously displayreactive behaviours  under stress.  Clearly these behaviours are experienced by others, but because they occur outside the participant’s conscious awareness (being subconscious) they often don’t feature in a participant’s description of their contribution to the situation. So inevitably subjects are sometimes surprised that others’ description of them might be “less than ideal”, but certainly valid on the basis that perception is the observer. Sharing the information among all mediation participants provides a solid foundation for understanding each other’s interests, needs and potential blindspots.  It also provides greater insight into how both unmonitored shifting between conscious and unconscious behaviour might be contributing to volatility in in certain working relationships.  Knowing how each other behaves in times of stress and why and matching that with knowledge of how best to meet each other’s needs, amounts to a net gain in Emotional Intelligence.

Effective conflict resolution styles have been related, through a large body of research, to higher levels of emotional intelligence in individual and teams. Simply being cognisant of one’s own emotions, through self-regulation and empathic displays seems to go a long way to demonstrating proactivity in conflict resolution and we now have a strong scientific foundation to explore these dispositions, behaviours and developmental options with our Mediation participants.


PEEL regularly observes that individuals within collaborative teams have a more conscious understanding of their colleague’s needs and interests. Consequently they respond earlier and more supportively to other’s frustration preventing unhealthy conflict, ensuring alignment of values and behaviours, fostering healthy conversations and ultimately managing behavioural engagement for high performance and goal achievement proactively.