Marli Rusen

Name: Marli Rusen
Address: 1321 Blanshard Street #301, Victoria, BC, V8W0B6, CA
Telephone: +18775908153
Price range: $$$

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Marli Rusen

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A leading legal expert in workplace conflict management. of The MIRROR Method and a charismatic, engaging, educational & entertaining

Marli Rusen brings years of extensive experience as a labour, employment and human rights lawyer to her current work as a third-party educator and problem-solver. Marli has effectively transformed her legal knowledge and understanding of workplace dynamics into proactive, practical and timely "tools" to assist parties with the informal and formal resolution of their complex workplace challenges and issues. Marli brings to third party arbitration a history of academic excellence and extensive practical legal experience. Marli was awarded the Gold Medals in Law (University of Victoria) and Psychology (University of Winnipeg) for obtaining the highest aggregate grade point average in each area of study. In addition, Marli was recognized for her specific academic excellence in the Law of Evidence and Employment Law. Following Law School, Marli Rusen clerked with the BC Supreme Court in Victoria, BC. Through this experience, Marli observed and was coached on the importance of transparent, fair and defensible legal proceedings, sound legal analysis and lucid decision making. Marli then spent over 18 years acting as a legal advocate for various parties (plaintiffs, defendants, employees and employers) who chose - or were compelled - to resolve their disputes through formal litigation and arbitration. Marli commits to applying her education and experience in a way that ensures that parties receive a fair and objective hearing, witnesses are treated respectfully and union and management receive a legally sound and practical decision in a timely manner. As a trouble-shooter, Marli will hear evidence from the parties, in an informal hearing, and issue non-binding or binding recommendations on how to resolve the issue. As an arbitrator, Marli will hear evidence and argument in a formal hearing and will then issue a binding award based upon the factual evidence and legal principles at play. Marli provides the following effective and practical tools to defuse and resolve disputes: educational, hands-on training and workshops for supervisors, employees and shop stewards; conflict management systems design and policy development; workplace interventions, such as environmental scans, conflict audits and investigations, to accurately diagnose and understand the issues; and formal assistance with conflict resolution, as a third-party mediator, trouble-shooter and arbitrator. Marli also is known to be a passionate, engaging and humorous key-note speaker on workplace/interpersonal dynamics and is commonly invited to speak at in-house events and industry-based conferences.

10/15/2026

I recently joined Jeanne Omlor on her Business.Wealth.Impact podcast to have a conversation about conflict, communication and accountability. We focused on why we all need to get back to having healthy direct conversations with one another.

In our discussion, we delved into the importance of early conflict resolution, which, in my experience, is critical to individual wellbeing and healthy workplace culture. Avoiding the tough stuff only makes it worse! That said, it’s not enough to have more conversations. It’s important that each of us learn how to do so respectfully, regardless of our differences and disagreements.

Successful workplaces are not only respectful, they must also be productive. In a thriving organization, there must be clear expectations, constructive feedback and mutual accountability. This happens by having conversations, not avoiding them.

Thank you, Jeanne, for inviting me on to your podcast and having such an open conversation. It was a pleasure.

🎧 Listen to the full conversation:
👉 Watch it on YouTube: https://buff.ly/76nJSYE
Or listen on Spotify: https://buff.ly/wi1I24D
And Apple: https://buff.ly/iIW99fM

If your organization is looking for support with workplace conflict, respectful workplace training, mediation or early conflict resolution, you can learn more about my work at https://buff.ly/TwlFhEW

🎙️ Podcast hosts: I’m also available for podcast conversations about the critical role of early conflict resolution in our workplaces and homes. Please reach out if you’d like to connect.

09/23/2026

ONLINE RESPECTFUL WORKPLACE TRAINING FOR YOUR ORGANIZATION

Self-paced and succinct online programs that help leaders and employees build respect, resolve conflict and create healthy and productive teams.

Use our programs to:

🔸Onboard new employees and leaders and highlight your organization’s commitment to a respectful workplace culture.

🔸Support individuals and teams following a conflict-related incident or investigation.

💻 Self-paced online training
📊 Track completion
📜 Certificates provided

We offer 1–3 complimentary licences to organizations for a two-week trial, providing an opportunity to view the training and consider its many applications.

Request complimentary access: https://themirrormethod.ca/request-complimentary-access-form/

09/21/2026

The Damage of Differential Treatment

The most confusing and damaging form of disrespectful leadership is often not the most visible.

Rarely does it consist of a well-defined or blatant act on the part of a supervisor. Sometimes, it shows up when a manager is more forgiving and permissive with one member of the team than with others. They turn a blind eye to their favoured employee who fails to meet deadlines, is unsupportive of others, or is absent without explanation. That same leader might offer informal accommodation or paid sick leave to their preferred team members without requiring them to adhere to organizational process and procedure. In contrast, others, with a more distant relationship with that same supervisor, find that rules and expectations are applied to them in a rigid and inflexible manner. There is no name-calling and no outright aggression. However, they are held to stricter deadlines and told "No" when others are told "Yes", with no clear rationale as to why.

At times, the inconsistent treatment shows up in a supervisor’s relationship with the same team member but at different points in time. When they're in the leader’s "good books", they are given the privilege of approved leaves, lower expectations and less rules to follow. When that same leader turns on them, they are expected to revert to the formal rules, which then feels punitive given the material change in treatment.

Respectful leadership requires "anonymous accountability". This means that a manager’s response to requests for time off, accommodations, scheduling, and overall accountability should reflect and be based upon the specific factual circumstances at hand. If a supervisor's decision-making is influenced by who is involved, rather than what is at issue, their decisions will be viewed as inconsistent and confusing and will cause significant conflict on their team and a loss of trust in their leadership.

09/14/2026

It’s always rewarding to hear how The MIRROR Method is making an impact.

This recent feedback from one of our post-secondary clients highlights what we aim to provide through our leadership training - a practical, shared language and framework to help teams bring understanding, clarity and closure to costly conflict and dysfunction.

This is what they had to say:

"Marli delivered outstanding sessions for our leadership teams, using The Mirror Method to establish a practical, shared framework for navigating difficult conversations. Her ability to translate complex legal and workplace responsibilities into actionable team habits made an immediate, positive impact. I highly recommend her training to any organization."

CJ and MD / Post-Secondary Senior Leaders/Human Resources

09/02/2026

Training, Support or Accountability? All of the Above

In conversations on how to remedy workplace disrespect, there seems to be an ongoing tug of war regarding how necessary change should be effected.

Some say: “They need to be punished, and face consequences for their actions!”

Some say: “They need to be supported, with compassion, given what they were going through at the time!”

Some say: “They simply need more training and all will be well”

Anytime you see a one-liner as the answer for any human-driven circumstance, know that it’s not going to be sufficient or fulsome. It often lacks nuance and ignores the reality of co-existing factors that contribute to damaging outcomes.

In my 30+ years of addressing workplace dysfunction, I have learned that a far more effective way to remedy fractured relationships – and organizations – is to remember the phrase “It’s AND not OR”:

🔸Individuals who engage in misconduct, discrimination and/or unsafe work practices need to be held accountable for their actions; AND

🔸Individuals who engage in misconduct, discrimination and/or unsafe work practices need to treated with compassion and empathy; AND

🔸Individuals who engage in misconduct, discrimination and/or unsafe work practices need to be supported in the non-negotiable need for improvement, through training and other employer interventions customized to their circumstances.

Just as the factors driving dysfunction co-exist; so do those that result in lasting solutions. There is no need to debate or argue which intervention and approach works, because they all are necessary, and work far better when implemented together.

08/26/2026

The Many Stories Behind Silence

Silence - in a meeting, on a team or in a relationship, could have so many different meanings.

It might mean someone is:

🔹Struggling (at work or home, due to health, personal or professional issues);

🔹Frustrated (yet not willing to share their experience due to past experience with having been ignored or retaliated against);

🔹 Scared (of being gaslit or further attacked);

🔹 Pressured by others not to speak up or resist, (that is, to just “go along to get along”);

🔹 Genuinely content with the situation, with no desire for change;

🔹 Satisfied with the position being taken or circumstances being disputed by others; or

🔹 Truly neutral and does not need or wish to take sides (and does not want to be pressured to do so).

Individuals on one side of an issue often interpret silence as a sign of agreement/concurrence with their viewpoint. Individuals on the other side will interpret silence as a symptom of fear/oppression.

Neither is automatically right or wrong.

Silence is not a matter to be interpreted, exploited or weaponized. It is something to genuinely inquire into, with an open and curious mind; and with a willingness to listen to the actual response, rather than scavenge for what one wants to hear.

08/19/2026

When conducting internal (or external!) investigations into any workplace incident (be it safety, harassment or performance), it is important to remember that both the process and written report must be legally defensible.

Both must reflect and demonstrate that:

🔹 the process for all parties and witnesses was respectful, objective and thorough;
🔹 the findings of fact were based on a consideration of all relevant evidence;
🔹 all factual disputes were resolved through a proper assessment of credibility; and
🔹 all conclusions were reached based on the appropriate application of standards, regulations and policies that govern the substantiated facts.

🔹 No investigation, however objective and thorough, will cure a report that does not clearly set out the process and explain the basis for all findings and conclusions.
🔹 No investigation report, however clearly or professionally written, will cure an investigation that was not done properly or objectively.

Every investigator who reviews incidents of concern, including HR professionals and workplace leaders, must ensure their process is fair and defensible; and then clearly demonstrate that this is so through their written report.

08/12/2026

Conflict shows up in every workplace, family and relationship. How we communicate through such conflict either improves the situation … or makes it far worse.

Our Effective Communication and Conflict Resolution for All workshop provides a practical framework on how to set up and see through challenging conversations with greater preparation, precision, and overall respect.

Learn how to speak so others are able to hear what you have to say. Learn how to listen so others feel safe sharing their thoughts.

Learn how to turn 15 minute conversations into your team’s #1, go-to conflict resolution tool.

Ready to start your training? Send me a message to learn more.

08/05/2026

In my work as arbitrator and investigator, I am often privy to others’ assessments of credibility – comments are made about those who have made complaints as well as those who defend themselves against complaints being made.

A common error (arguably, in both investigations and everyday life!) is the risky and indefensible impulse to conflate a witness’ integrity/credibility with their likeability.

Those found to be soft-spoken, agreeable, and polite are often assumed to be credible and trustworthy; whereas those who are defensive and difficult often have their credibility questioned sooner and more often.

It may be easier to disagree with someone who is disagreeable. However, that doesn't make it acceptable.

The fact that someone appears professional and articulate does not, in itself, make their evidence more credible than that of someone who may come across as abrasive and irritating.

Credibility and likeability are two different concepts.

In work – and life – it is important to look beyond first impressions and appearances to genuinely consider all the circumstances presented to us; and then make decisions rooted in facts and evidence, not popularity and personalities.

Likeability is important at dinner parties; but should not be used to assess the credibility of allegations, denials and otherwise. Do not consider whether you like a witness or find them easy to get along with; consider, instead, whether their evidence on key matters, given the totality of circumstances, is believable and credible (likeable or not).

07/29/2026

Let's Bring Back the Golden Rule

Like many others, I learned of the Golden Rule in my early days at Elementary School:

"Do unto others as you would have them do unto you”.

Regrettably, what I see happening instead is the reverse: “Hold others to a higher standard than ourselves”.

Often, individuals come to me with a sense of entitlement for having treated others disrespectfully. They have a handful of excuses for why they are justified in demeaning, belittling or excluding someone on their team.

Yet, when they are the recipients of similar mistreatment, they expect immediate consequences for “such unacceptable behavior”.

I see the same pattern with selective empathy. Many individuals point to the pressures they face (at work and home) when explaining why they lost their temper or made a significant error in judgment. They seek empathy, understanding and a chance to redeem themselves.

Then, when they hear of similar struggles faced by their adversaries, they shrug dismissively, and say “excuses, excuses”. They want support and understanding but offer little in return.

The Golden Rule isn’t complicated. If we expect others to treat us respectfully, then let’s endeavor to do the same. If we expect empathy and understanding when encountering hardships, then let’s offer that up to others.

Do unto others as you would wish done unto you … and be – for others – how you would wish them to be with you. That’s it.

Address

1321 Blanshard Street #301
Victoria, BC
V8W0B6

Telephone

+18775908153

Website

https://themirrormethod.ca/

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