Organisations that trade, build or deliver public services across borders will meet disputes sooner or later. What separates strong institutions is not the absence of conflict but the quality of the decisions made once it arises: whether to negotiate, mediate or arbitrate, how long to persist, and how to protect the commercial relationship while pursuing the claim. These choices sit with leaders, not only with lawyers.

The Leadership and Performance in Arbitration, Mediation & Dispute Resolution Training Course helps senior practitioners take that role. It begins with a map of the dispute resolution spectrum and the criteria for choosing a process, then examines arbitration agreements, institutional rules, tribunal appointments, procedure and award enforcement. Mediation and negotiation sessions focus on preparation, power dynamics, settlement design and the leader's part in authorising outcomes. The programme then looks at running a dispute function as a performance-driven unit: case intake, strategy papers, budgets, key performance indicators, knowledge capture and oversight of outside counsel.

Learning is case-based and interactive. Participants work through a mock arbitration, a staged mediation and a portfolio review exercise, and finish with a dispute management framework tailored to their own organisation.

By the end of the course, participants will be able to:

• Select the most suitable dispute resolution process for a given claim, relationship and risk profile.
• Draft and review dispute resolution clauses and arbitration agreements.
• Direct the conduct of an arbitration, from tribunal appointment to enforcement of the award.
• Prepare for and lead a mediation or settlement negotiation with a clear mandate.
• Prepare dispute strategies and budgets and brief external counsel effectively.
• Report dispute exposure and outcomes to boards and audit committees.
• Set performance measures for a legal or dispute resolution team.
• Build a dispute prevention and early resolution framework for the organisation.

The programme is intended for people who direct or influence how disputes are handled, such as:

• General counsel and heads of legal departments
• Contract and commercial managers in construction, energy and infrastructure
• Senior procurement and supply chain managers
• Public sector legal advisers and state counsel
• Practising advocates moving into mediation or arbitration
• Risk and compliance directors
• Human resource and labour relations managers handling workplace disputes
• Directors and executives who sign off settlements

By the close of the course, participants hold:

• A decision tree for choosing between negotiation, mediation, arbitration and litigation.
• Model dispute clause wording they can adapt for contracts.
• A case strategy template with budget, timeline and risk assessment.
• A mediation preparation checklist and settlement authority guide.
• A scorecard of measures for assessing dispute function performance.
• A draft dispute management policy for their organisation.
• A board reporting format for dispute exposure, provisions and likely outcomes.
• A brief for instructing external counsel that fixes scope, budget and reporting lines.

Because the audience is senior, sessions concentrate on judgement and practice, using:

• Facilitated discussion of real dispute types seen in construction, trade and public contracts
• A mock arbitration with participants acting as tribunal, counsel and client
• A role-played mediation observed and debriefed by the facilitator
• Portfolio exercises that require prioritising claims and allocating budgets
• Peer exchange on how participants' own organisations handle conflict

Vision Reach Global Consultancy awards a CPD-accredited Certificate of Completion to participants who attend the full programme and take part in its simulations and exercises.

Alongside the certificate, participants keep the dispute strategy paper and performance scorecard they built during the week, which serve as a practical record for continuing professional development logs.