Strategic preparation
Success in mediation begins long before you enter the room. Map your client’s true interests, including what stakeholders need and their hierarchy of priorities. Consider issues like preserved relationships, speedy resolution, reputation protection and financial constraints.
Develop realistic best and worst-case scenarios using data and objective facts. Review similar cases, analyse discovery costs and quantify business disruption. Understanding the litigation landscape is essential for informed settlement decisions.
Identify must-haves, nice-to-haves, and deal-breakers to prevent emotional decision-making in the moment. Prepare yourself and company representatives for uncomfortable dynamics and unreasonable demands.
Mastering the communication game
Mediation is theatre as much as law. Present your client’s story with conviction but avoid overplaying your hand. Communicate in ways that create space for resolution, pursuing the best outcome for your client while enabling the other party to achieve some goals too. Mediation seeks compromise solutions both parties can accept.
Your most challenging job may be managing your own client. Business executives might enter with unrealistic expectations or heightened emotions, especially if the dispute is personal for them. Sometimes the best advocacy is helping your client move from an unrealistic position or recognise misalignment with business priorities.
Consider the strategic use of private caucuses versus joint sessions. Joint sessions work well for relationship repair and when parties need direct communication. Private caucuses allow exploration of creative solutions and testing settlement parameters without losing face.
Timing is invaluable in mediation. Know when to speak and when to listen. Strategic silence can create pressure that causes the other party to disclose important information.
Getting the best from your mediator
Not all mediators are created equal. If your mediator merely carries offers back and forth without adding value, ask them to do more. Consider asking for their assessment, requesting reality-testing sessions with your counterparts or pushing them to assist with brainstorming alternatives. You can also use them to help break through any challenges with your client, assisting to refocus on the business’ goals.
Set clear expectations upfront. Your mediator should understand the business context, key relationships, and timeline pressures. You want a mediator who consults and identifies potential paths to resolution while empowering the parties to control the process and be the architects of any resolution.
Using BATNA and leverage
Negotiation is likely to be one of your client’s core skills; they may be familiar with BATNA (Best Alternative to a Negotiated Agreement) and the practice of identifying leverage points.
Against this background, in the context of mediation, you may need to help your client reframe their approach to negotiation. Leverage points may be different or have a different impact than in another context. Considerations such as costs, timing pressures, reputation and relationships come into play across a wide range of negotiation contexts but the role they play and their importance to the parties are likely to be different in mediation than in those other contexts.
When ‘failure’ can still be success
Even ‘failed’ mediations deliver value if you are strategic about intelligence gathering. The process can show you the other party’s real motivations and financial profile, explore relationship dynamics and test case strengths and weaknesses.
Mediation can sometimes feel like a waiting game, with nothing happening. But it is a rich opportunity for gathering (and strategically sharing) information. Such an opportunity is often only available in the context of mediation due to the unique features of the process.
Smart exits and strategic follow-up
You may reach a stage in mediation where it seems that continuing would be fruitless, or worse, counterproductive. Take care to end the session professionally to avoid burning bridges and leave the door open for future discussions.
Conduct a post-mediation debrief to revisit priorities and assess whether they have changed. Reflect on information learned to shape your client’s strategy for next steps.
Once parties have invested time and energy in mediation, future settlement discussions can be more likely to succeed. Your professional handling of the process, regardless of outcome, builds credibility for future negotiations.
Key takeaways for strategic success
Keep these six key takeaways in mind for your next mediation to maximise value for your organisation and manage risk intelligently:
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Map your client’s true interests and priorities before entering the room, creating a clear framework of must-haves, nice-to-haves and deal-breakers to guide decision-making and prevent emotional reactions during intense negotiations.
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Present your case with conviction while creating space for compromise and be prepared to manage your own client’s expectations when their positions become unrealistic or misaligned with business priorities.
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Hold your mediator to account, pushing them to reality-test positions, challenge assumptions, brainstorm creative solutions and add strategic value beyond simply carrying offers between rooms.
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While business executives are skilled negotiators, they may need your help reframing their approach because leverage points, timing pressures, and relationship considerations operate differently than in typical commercial negotiations.
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Use the mediation process to learn about the other party’s real motivations, financial constraints and case weaknesses, information that is uniquely available in the confidential setting of mediation and can inform your litigation strategy.
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Keep things professional even when it looks like the mediation is going to be unsuccessful, to keep channels open for future settlement discussions which can be more fruitful because of the time and energy both parties invested in the mediation.