Helping you think, decide, and work well together
Unresolved conflict is often why I am invited in. Conflict is often a call for help – something isn’t working and we don’t know what to do about it. I see conflict as that alarm bell when you’re ill – when the fever spikes. It is uncomfortable and it might become life threatening.
It is a call to action.
I help you progress from struggling with symptoms to understanding and resolving the causes. So, what may start out as a perpetual tension in a team that is failing to deliver, shifts to you strengthening the structures that make good work possible: clear roles, workable processes, sound decision pathways, and accountability that holds – so performance improves and conflict stops being the main event.
And the by-product: improved mutual understanding, appreciation and respect.
When Policy Changes Strain Trust
For HR leaders: When policy shifts strain trust and authority
For business owners: When decisions slow down and energy drains away
For public sector executives: When structure blocks performance and service delivery
For Mi’kmaq leadership: When values, governance, and accountability must move together to protect community trust and organizational integrity
Policy shifts, especially around return-to-work, hybrid arrangements, or performance expectations, do not fail because the policy is wrong. They fail when the conditions for people to implement them are unclear, uneven, or emotionally charged.
What begins as an operational decision quickly becomes a trust issue:
Managers feel exposed and unsupported.
Employees feel controlled, misunderstood, or treated inconsistently.
HR becomes the buffer between authority and resistance.
At this point, the problem is no longer the policy. It is the loss of shared clarity about:
who holds responsibility
how decisions are made
what authority actually means in practice
how disagreement is handled without escalation
This is where work slows, grievances rise, and leadership confidence erodes.
My work focuses on restoring the conditions that allow policy to function:
explicit roles and decision rights
consistent application of authority
psychologically safe but firm boundaries
communication that is direct, contained, and respectful
The aim is not consensus.
The aim is stability.
When trust is rebuilt through clarity, policy stops feeling punitive and starts feeling workable.
When work becomes difficult
Typical prompts that bring people to me:
- A change initiative triggers resistance, confusion, or quiet pushback
- Roles, authority, or decision rights are unclear and slowing progress
- Tension between individuals or groups start to affect performance
- Leadership conversations keep circling without resolution
- Important decisions are made but not followed through
- Good people are quitting
How I work
I work with leaders and teams to clarify what is actually at issue; what decisions need to be made; and what agreements must hold for work to move forward. The focus is practical: Roles, authority, communication, and the conditions required for people to do their work well during periods of change or strain.
The result is typically greater clarity about accountability and responsibilities, more effective conversations where they matter, and decisions that are understood, supported and acted on, rather than revisited or resisted.