Velera

Balancing People Leadership with Business Results

In 2024, Velera was formed through the combination of two legacy CUSOs, PSCU and COOP Financial. As part of the integration, we brought together the strongest leadership principles from both organizations into a two-part model: Human Centric Momentum, focused on people and Results Focused Velocity, focused on business outcomes. Our competencies and skills align to one of these two dimensions.

For leaders, the message is that they must lead people well while also delivering measurable business results. Success in one area cannot come at the expense of the other. We have seen that pushing an agenda without regard for others may produce short-term wins, but it is not sustainable and does not reflect our values of dedication, collaboration, belonging, curiosity and integrity. Leaders at every level are accountable for results, but how they achieve those results matters just as much. That principle guides every engagement we have with our internal and external clients.

A Multi-Channel Approach to Continuous Development

We are a Gallup Engagement & Clifton Strengths-based organization. With that as our framework, we use our annual and six-month pulse surveys to help leaders prioritize where they can best focus their development efforts. For programs that we deliver to leaders and teams, whether they are custom to a specific organization or cohort or open enrollment, we lean heavily on a blended approach where independent learning (micro-learning, self-paced content) precedes facilitator-led application sessions. We also have created several MS Teams and SharePoint-based libraries of resources for leaders at all levels to access content specific to their circumstances.  We’ve also leaned into mentoring, both traditional and group (mentoring circles) to reinforce continuous learning.

People before Hype

There have always been scary things in the work-o-sphere, with AI being the most recent example. While leaders need to understand these shifts, they should avoid becoming so focused on the hype that they lose sight of employees’ well-being, confidence and sense of stability. The fundamentals still matter. Set a clear vision, provide direction and support, and encourage employees to take ownership of their development. Regular one-on-ones and team meetings remain powerful tools for building engagement and performance, even in the 21^st century.

Creating Career Mobility that Retains Talent

Employees increasingly expect meaningful opportunities to grow, whether they are pursuing promotion. As organizations become flatter, traditional advancement paths are more limited, which makes lateral and international assignments valuable development experiences. To encourage these moves, organizations should recognize and reward employees who broaden their experience across functions or geographies through spot bonuses, developmental pay increases or other incentives. Just as important, employees need a clear path back to their home function or location so they can take on new challenges with confidence. Growth does not always mean moving up; often, moving across or abroad can be just as powerful for building capability and retaining talent.

My advice to employees is—don't chase titles or money exclusively. Look for meaningful challenges, strong teams and work that stretches your thinking and helps you keep learning. Your working years are finite, so choose experiences that are memorable, engaging and worth the time you invest. Those experiences not only build capability but also prepare you for opportunities that traditional career paths may not provide.