Unlocking the power of your people through exceptional learning experiences.

We know what good looks like and we know what makes the difference. People are your most precious resource and realising this potential is key to your organisation’s performance. Everything we do is geared to support our partners in engaging and developing your most valuable assets – your people. We will help you unlock potential and transform performance.

WHO ARE VEROSA?


WE ARE LEADERS DOING LEADERSHIP

Our people bring to bear real-world experience and evidence-based solutions from careers spanning a broad range of sectors — from education to banking, technology to national security.


WE ARE DEEPLY CURIOUS

We go there! We ask lots of questions to gain a deeper understanding of the organisations and challenges we work with. We aim to understand what makes your organisation and people tick, before offering any kind of solution.


WE ARE AGILE

One size does not fit all. Ours is an agile, boutique approach and we live by our value of the Spirit of Adventure. We will come with an open mind and work in true partnership with you to deliver solutions that will best support your organisation.

TALK TO US ABOUT YOUR L&D CHALLENGES TODAY

Research shows that:

Individual leaders account for between 75-85% of employee experience in the workplace.

Source: Hay

Businesses with great leaders enjoy up to 33% higher profitability than their competitors.

Source: Hay

Employees who have good leadership are up to 43% more productive.

Source: Gallup

Verosa delivers exactly what they promise and much more. The programme was engaging and fun and really thought-provoking for everyone involved. The facilitators clearly have a deep understanding of what makes businesses tick. We loved it!

Kevin Dickie, MD – AMC Networks International

We offer a truly bespoke, management and leadership development service across all levels of your organisation, delivering the results you want to see

Our Services

  • We have been over the moon with the Leadership and Management programme designed and implemented by Verosa. We reviewed a number of providers upfront to help us with this. None of them came close to being able to offer what Verosa has; a targeted, contextual, experiential programme which is making a real impact on the capabilities of our managers and ultimately success of our business.


    Stephanie Kelly, Chief People Officer – Iris Software Group


    Discover what a bespoke Verosa development journey can do for your organisation!

    Latest Insights

    by Beth Hood 12 Oct, 2020
    All organisations want great leaders. Agile leaders. Dynamic leaders. Leaders who can transform organisations and business results. The learning and development market is saturated with leadership development services and offers. Individuals are invited to ‘Make an Impact’ ‘Lead with Integrity’ ‘Communicate your Vision’, ‘Persuade and Influence’. But organisations aren’t made up simply of leaders. In our attempt to invest in and grow the very best individuals, have we forgotten about the skills that are needed to work in teams? Most of us work in teams and in the modern world, teams are all shapes and sizes. Sometimes, my team will consist of a disparate and geographically separated group of colleagues, who have been brought together on a short-term project. Our common ground is limited – we hail from different corporate cultures and we don’t even answer to the same masters. When executive boards set the direction for a people strategy, management and leadership skills are almost always on the agenda. Most medium sized (200-1000 employees) and all larger organisations will have some budget set aside for developing individual leaders. Very few will have any ringfenced investment in ‘Teamship’ development. Business leaders will argue that a good leader at the head of a team is enough to take that team to where it needs to be. Or, they will point to periodic ‘team away days’ as evidence of ‘teamship’ development.
    by Beth Hood 12 Oct, 2020
    It’s one of the leadership buzz terms of our age, but what is psychological safety actually? It was a phrase popularised as result of a large-scale piece of analysis conducted by Google in 2012 – codenamed Project Aristotle. The aim of the project was to determine what made high-performing teams from across Google’s business so great. What were the factors, unique to successful teams, that set them apart from other parts of the business. It was a wide-ranging piece of research and involved 180 teams from across the business. The research team was made up of data engineers, psychologists and statisticians and they looked at every aspect of team dynamics they could find. They studied personality types and motivators, history and experience, age and gender. They looked at how often the teams socialised together and even whether they made one another coffee. The result was a series of findings that the Aristotle researchers claimed made for high-performance in a team setting, no matter what the setting. Whether the team was set up to drive sales, or design software, the key factors identified by Project Aristotle would be apparent in high performance teams and missing in those which were faltering. Most significant of these factors was something called ‘psychological safety’. And it’s a hard one to pin down and indeed, for leaders to get right it seems. In its most basic sense, psychological safety refers to a climate or environment in which there is an absence of fear . This is not physical fear (of violence) or material fear (of losing one’s job or similar). It’s a much more subtle fear that is absent in teams which have a climate of psychological safety. It’s the absence of fear of messing up, saying something foolish, or failing or of trying new things and not getting it right. The absence of power play, one-upmanship and political backstabbing. It’s the absence of the sense that anything I say and do can and will be held against me. Instead, it’s a culture of anything I say/do will at best be validated, heard and taken on board and at worst will be overlooked with kindness if it’s way off the mark. The Aristotle team noticed that this cultural phenomenon manifested itself in a number of ways. There were the bumbling, introspective, technical leaders who had created a ‘talk to me – I get you’ climate. There were the dynamic, dominant leaders who had cultivated a culture of ‘we are all in this together and we all have off-days’ climate. There were team cultures in which banter and back-chat was understood to be absolutely fine and safe and others in which talking about serious health issues in a team meeting was welcomed and indeed invited. The key thing in each case where this condition existed was that the leader had a very earthy understanding of his / her own humanity. He or she treated themselves with kindness (it’s ok to mess up – messing up is part of the journey) and they extended that open, non-judgemental approach to those who worked for them.

    Contact us today to discuss how Verosa can help you and your organisation

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