In this Spotlight series, we interview CEDR-Accredited Mediators from around the world and from different professional backgrounds and industries. The aim is to understand what motivated them to train as a mediator, what skills and capabilities they developed and how they are using these in their professional and personal lives.
This CEDR-Accredited Mediator Spotlight is with James Lake, Head of Employee Relations, Policy & Governance at Fitch. James’ career to date spans nearly twenty years in HR, with experience gained in the UK and internationally, predominantly within financial services.
James brings that experience to his specialisms in employee relations, risk management, policy and governance. He is a member of Fitch's HR Leadership Team and leads Fitch’s Employee Relations Centre of Excellence.
James achieved CEDR Accreditation in 2026.
Why Did You Decide To Become A CEDR-Accredited Mediator?
Becoming an accredited mediator had been a professional development aim for some time but I hadn’t yet converted that ambition into action. I had recently joined Fitch after more than a decade with an investment bank and the combination of a new role, a new organisation and a fresh perspective made the timing feel right.
With the support of Fitch’s CHRO, I was able to turn an ambition into a practical investment in my development and in the contribution I could make at Fitch.
Why Did You Choose CEDR?
For me, the quality of the institution and the credibility of the qualification mattered. CEDR has a long-standing reputation for high standards in mediator training and accreditation, with much of that reputation resting on the rigour of its assessment process. That gave me confidence that the learning would be transferable into practice, and that mattered to me.
There was also another draw to CEDR for me. CEDR's Mediator Skills Training is recognised internationally, including by the International Mediation Institute. That gave me confidence that the accreditation would carry weight beyond the UK. That international standing was particularly relevant to me, given the global remit of the roles I perform and the institutions I work for.
What Challenged You The Most During The Training?
I suspect this is the case for many working through the programme, but the assessed mock-mediations were the most challenging aspect (and so they probably should be).
In the assessed sessions, you’re required to draw on everything learned across the programme and apply and demonstrate it appropriately, in real time, to the mediation in front of you. Prior to those final assessed sessions, the course reading has been demanding, the learning broad, and the pace progressive, so you’re under a reasonable amount of pressure to deliver in those assessed sessions.
But reinforced through those assessed mediations was one of my most valuable takeaways, that details matter. In a mediation scenario, arguably in any type of dispute resolution scenario, a single word that feels out of place, a momentary change in eye contact that feels off, or body language that does not quite align with what is being said, is worthy of attention. These can be the clues to what lies behind the door, to underlying interests, to personal motivations, and it is these that are so central to effective mediation, that are so important in finding the path that may lead to agreement.
What Has Stayed With You Most From The Training?
Since completing the programme, I’ve found myself more aware of, and reflective about, my communication and facilitation style. Two skills I’ve noticed I’ve been making increasing use of are reality testing and reframing. Both techniques can help create better conversations, sharpen understanding and support improved outcomes.
Reframing has changed how I respond when language becomes charged. A careful reframe can take the sting out of an accusation without dismissing the concern behind it. It can shift the focus from blame and what has gone wrong to what needs to be different. It is often a small change in language, but it can materially change the direction of a conversation.
More deliberate use of reality testing has been equally valuable for me. Well-judged, open questions can help others examine their own assumptions, options and risks without being told what to think. Used carefully, the technique helps people reach their own conclusions, and decisions reached through genuine reflection tend to be more credible and more likely to hold.
How Are You Using The Skills Of A Mediator In Your Day-To-Day Life?
The skills taught through CEDR's Mediator Skills Training are as relevant to everyday professional interactions as they are to formal mediation.
Active listening is a good example of this and a skill I use in my day-to-day. We all listen, but much of the time we are simultaneously preparing our response…and so not fully listening. Many HR professionals understand active listening in theory but doing it well, and consistently, takes discipline and practice. When it is done properly though, the difference shows in the quality and authenticity of the conversation, and in the outcomes that follow. Feeling heard and genuinely understood is a core human need, and in a dispute, feeling heard can matter almost as much as the outcome itself.
Beyond my own personal interactions, the greater opportunity in my present role is what these skills can lead to at Fitch through our Employee Relations Centre of Excellence. As the leader of that function, I see my CEDR accreditation as directly relevant to its continued development. Over time, I see an opportunity for mediation to have a defined place within Fitch’s employee relations service delivery. Its value goes beyond resolving an individual dispute, it also contributes to a healthy working environment, positive employee engagement, culture, and the management of people risk.
Looking At Your Organisation And Industry, Where Do You See The Greatest Opportunity For Mediation?
For me, the greatest opportunity lies in how organisations choose to resolve disputes in the first place. There are many available routes, yet mediation is still often treated as a second- or third-order option, or reserved as a last resort after formal processes have run their course.
But this overlooks something important. What an organisation believes a dispute is about, and what it actually is about for those involved, are often not the same. Many organisational grievance processes are designed to address the issue as presented: investigate, reach an outcome, conclude the case. The matter may be concluded, but the underlying interest can remain unmet. This is why I see the intersection of policy and employee relations as so important. If, through its policies, an organisation positions mediation as a credible first-order option rather than a fallback, it has a better chance of resolving disputes earlier and more effectively, securing outcomes that last, while mitigating risk.
However, whether or not mediation is used as a formal organisational response to disputes, its underlying attributes have significant value for HR professionals too.
HR Leadership Teams would do well to commit a proportion of their HR-for-HR talent development budget to mediation skills training for colleagues who work directly with the business. HR professionals do not need to achieve accreditation, or formally mediate disputes, to deploy mediation skills and techniques effectively for the benefit of employees, managers, and the wider organisation.
What Would You Say To Someone In A Similar Role Who Is Considering This Training?
Do it for the capability uplift, not the badge.
For an experienced HR leader, one of the most valuable aspects of the programme is the unlearning it requires. In senior roles, we are often relied upon to dynamically assess situations, exercise judgement, provide decisions and direction. The programme challenges some of the instincts that come with operating in senior roles. Instead, you learn to step back, lean into curiosity, navigate emotion and competing positions, and create the conditions to assist others in reaching their own well-tested decisions.
Beyond the ‘unlearning’, the training will change how you listen, how you make assessments, how you negotiate, and how you manage conflict. If your role depends on influence, judgement, difficult conversations or the quality of organisational relationships, mediation skills will make you more effective.
Final Reflections on Mediation More Broadly?
One final reflection I will share is how my journey to CEDR accreditation has reinforced for me that effective leadership is not always about having the answer.
Sometimes we must be decisive. We must make the calls and take the responsibility that comes with them, sometimes without knowing the full picture. But not every situation calls for that. There is also real value in creating the conditions that enable others to reach decisions they understand and can own. For those of us in leadership positions, that can be easier said than done, which is why practice matters.
