About me

My Journey in Conflict Resolution and Stakeholder Management

Being chosen by British Airways for such a critical and sensitive task not only underscores my capability in managing high-stakes stakeholder conflicts but also reflects the trust and confidence placed in my skills. It was a pivotal moment in my career, one that exemplifies my dedication to building bridges and fostering lasting, positive change within organisations.

Let me share a small chapter of my story with you. If you want to know the outcome at BA scroll to the bottom of the page.

Air New Zealand: Diverse Challenges, Comprehensive Solutions

My journey in mastering stakeholder conflict accelerated with Air New Zealand, where I facilitated over 40 diverse improvement projects over a four-year period. This experience was foundational, providing me with a broad spectrum of challenges ranging from internal team conflicts to complex multi-party negotiations. Each project honed my skills in identifying core issues, facilitating open communication, and helping subject matter experts to craft bespoke solutions that addressed the unique needs of each situation.

Before my engagement with Air New Zealand, the New Zealand Air Line Pilots’ Association (NZALPA) played a pivotal role. Recognising my potential, NZALPA recommended me to Air New Zealand in late 2014 for the role of an external High Performance Engagement (HPE) facilitator. Among numerous candidates, I was the highest scoring, a testament to my proficiency in this domain.

At Air New Zealand, I successfully navigated several challenging issues using the HPE approach. My efforts included establishing an HPE Jet Pilot Steering Committee, managing a complex base closure involving multiple union parties, and addressing intricate contractual issues. These projects not only honed my skills but also highlighted my ability to manage and resolve multifaceted and sensitive situations.

Within NZALPA itself, my role was to facilitate staff team building sessions, strategic planning initiatives, and a significant structural review sponsored by the Board of Management. My work with the senior leaders of the organisation further underscored my capability as a coach, helping them navigate the nuanced dynamics of leadership and organisational change.

Transitioning from traditional, combative industrial relations to a more collaborative approach is a challenging feat. Throughout my journey, I have maintained a stance of neutrality and impartiality, essential in guiding parties through complex and often emotive problem-solving processes. This ability to balance objectivity with empathetic facilitation has been highly valued in my roles.

The endorsement from Dawn Handforth, General Manager at NZALPA, as a consultant, facilitator, and leadership coach, not only honours my past contributions but also signifies the impact and value I bring to such crucial roles.

“NZALPA recommended Karl to Air New Zealand when they were seeking external High Performance Engagement facilitators in late 2014. He was the highest scoring candidate and has successfully facilitated a number of challenging issues using the HPE approach that NZALPA has had direct involvement in – including the establishment of a HPE Jet Pilot Steering Committee, a base closure (involving multiple union parties) and a number of complex contractual issues. Within NZALPA, he has facilitated staff team building sessions, strategic planning, a recent structural review of NZALPA sponsored by the Board of Management and coached senior leaders within the organisation. Moving from a traditional combative and conflict-based relationship toward a more collaborative approach is not an easy task. Karl is able to remain a neutral and impartial facilitator while guiding the parties through sometimes complex and emotive problem solving. I can personally recommend Karl as a consultant, facilitator and as a leadership coach.”

Dawn Handforth – General Manager at NZALPA

My work at Air New Zealand was further enriched by the collaboration with Patrick Behrendt, the General Manager of Continuous Improvement, including Operations Research & PMO. Patrick’s endorsement of my role in introducing a more collaborative workplace across Air New Zealand is a significant acknowledgment of my contributions.

Patrick highlighted my unique and valuable skill set in the philosophy and practical implementation of High Performance Engagement (HPE). During our time working together, I focused on strategically engaging with both internal and external stakeholders, building effective and improved working relationships, and facilitating workshops and training sessions across various levels of the organisation. This approach was not only about applying proven methodologies but also about understanding the deeper aspects of human and organisational psychology.

My ability to serve as a trusted and impartial partner and advisor, as recognized by Patrick, stems from a combination of practical tools and a deep comprehension of the dynamics at play in complex organisational structures. This recognition is particularly meaningful to me, as it comes from a leader deeply involved in the process of continuous improvement and organisational excellence at Air New Zealand.

“I’ve had the absolute pleasure of working alongside Karl as we introduced a more collaborative workplace across Air New Zealand. Karl has a unique and extremely valuable skill set within the philosophy and practical implementation of High Performance Engagement. He has rich and real capabilities in this space to think and engage strategically with internal and external stakeholders, build effective and improved working relationships, and facilitate workshops & training sessions across all levels of complex organisations. His toolbox and methods, combined with his deep understanding of human and organizational psychology, enable him to be a trusted & impartial partner and advisor. I would absolutely recommend Karl to any organisation serious about creating a High Performance Engagement workplace.”

Patrick Behrendt – General Manager of Continuous Improvement | Including Operations Research & PMO at Air New Zealand

Finding synergy between Commercial Responsibility, Customer Value and Culture.

It was at Air New Zealand that I recognised the tension between Commercial Responsibility, Customer Value and Culture from which The 3Cs Model emerged. The fundamental principle of High Performance Engagement is that the people closest to a problem are best equipped to solve the problem. Creating an environment conducive to that is easier said than done. It requires a specific type of leadership best articulated by Christopher Luxon, the then CEO of Air New Zealand who went on to lead New Zealand as Prime Minister.

“The thing for me is recognising that, as a business leader, you have a responsibility to lead a company for the future, leaving it in a better place in five, 10, 15, or 20 years’ time. My job is to make sure that commercials are strong, the customer experience is great, the culture of the organisation is constantly improving.”

Christopher Luxon

Thomas Cook Airline: Facilitating Effective Negotiations

Close to the end of my tenure with Air New Zealand, I was engaged by Thomas Cook Airlines in the United Kingdom. 

My engagement with Thomas Cook presented a unique set of challenges, as eloquently articulated by Richard Nanton, the UK Director of Flight Operations. Working with Richard, I was tasked with overhauling and re-engaging a pilot workforce that had grown increasingly disenfranchised over the years, leading to a severe breakdown in trust and industrial action.

Richard noted the critical crossroads the company faced following the industrial action: the choice between persisting with the old ways or embracing a radical new approach. My role was to introduce and implement this new approach, focusing not just on individual relationships, but on a process-driven mindset change. This shift was essential to rebuild trust and facilitate effective negotiations between the pilots and management.

The skills I brought to the table were pivotal in articulating this new concept and its implications for both the company and its employees. As Richard observed, the coaching and guidance I provided played a significant role in yielding significant results in a relatively short period. This approach laid the groundwork for the first pay deal post-industrial action, which was satisfactorily concluded for both parties – a testament to the power of collaborative problem-solving.

Richard’s acknowledgment of my work at Thomas Cook underlines the value and impact it had. He emphasized how the involvement I fostered among the pilots went beyond immediate resolutions, contributing to a renewed sense of participation and commitment. This experience, as Richard highlighted, proved that no matter the challenge, it can be overcome for the mutual benefit of the company and its employees, a philosophy central to my coaching approach.

“I had the privilege of working with Karl to overhaul and re-engage a pilot workforce that had started to feel disenfranchised. This disenfranchisement had taken place over a number of years and the trust had broken down to the extent that industrial action was undertaken. This industrial action was unique and that the trust between the pilots and management had been lost.

Following the industrial action there were two possible ways forward. One was continue in the old way, and hope it got better or try something radical. As with all changes they are unique and require unique skill sets. These unique skills were what Karl brought to the situation. It was clear that a mindset change based not solely on individuals our individual relationships but one built around process would be the only way forward.

Karl, brought that capability along with the capability of articulating a new concept and what it would mean to both the Company and employees. This articulation and the coaching that Karl invested into the process showed significant results in a short space of time. Whilst trust would only come with time, the work Karl put into us saw the first pay deal following industrial action delivered to a satisfactory conclusion for both parties. This conclusion was only possible as a result of working together to overcome mutual obstacles.

The work that Karl did was not only invaluable to the Company but also brought a new sense of involvement to the pilots. Whilst the concepts that Karl coaches are simple, the way that Karl delivers them is key to an understanding that no matter what challenge is presented it can be overcome for the benefit of both the Company and employees.”

Richard Nanton – UK Director of Flight Operations at Thomas Cook Airlines

A High Performance through Engagement Strategy

Before being engaged at Thomas Cook I recognised that The 3Cs Model needed an implementation plan. The High Performance through Engagement (HPtE Strategy®) was born to meet that need.

British Airways: Repairing and Building Relationships

The culmination of my expertise was showcased in my engagement with British Airways. In January 2020, I was tasked with the delicate mission of repairing the relationship between the airline and its pilot union.

British Airways owner IAG had reported that strikes by their pilots on 9 and 10 September of 2019, which resulted in 2,325 flights being canceled, had cost them £121m. They wanted to avoid that happening again.

I employed The 3Cs Model and HPtE Strategy® which prioritises mutual respect, understanding, and collaborative problem-solving to begin to mend the strained relationship and lay the groundwork for a more cohesive and cooperative future. Both parties committed to the 3Cs and a future based on high performance through engagement.

Nobody foresaw a global pandemic in March 2020. That changed things. I was the last contractor to leave the fold but the company and union went on to reach an agreement that saved hundreds of jobs (although there were redundancies) and supported the financial stability of the company.

What I am doing now

In each of these roles, I applied a blend of strategic insight, empathetic leadership, and robust problem-solving techniques. These experiences have equipped me with a unique perspective and skill set, which I now bring to my clients, helping them navigate and resolve their stakeholder conflicts with confidence and efficacy.

Since March 2020 I have been back home in New Zealand applying The 3Cs Model and aspects of the HPtE Strategy® in the healthcare, aviation, travel, adventure, local body, and government sectors. 

I am currently living in Wellington, New Zealand’s capital city, where you will often find me meeting clients for a cuppa to organise their next high performance through engagement initiative.

Would you like to meet?