Since 2001 she has been working as a trainer, facilitator, organizational developer, coach and visual practitioner as well. Since 2012 she is working in her own company by Wieland and Wieland Ltd. The facilitative approach became her natural way of working and leading. Her intention is to bring to the surface the wisdom of the group. Let`s meet  Veronica Wieland!



What is your professional background and why did you choose to dedicate yourself to people development?

By the time the incidents led me to this profession, I had gone tor many wrong paths previously. I had started as a primary school teacher in the world of labor, then I have found this profession in 2001 – following some other different trials – that I am engaged with ever since. At first, it was the facilitation role, then being a trainer and finally ten years ago I have oriented myself toward coaching and organization development. I consider every approach or method that is about involving people and groups as useful.

I worked as an indoor trainer of TESCO over 11 years and also the Learning and Development Manager. In 2012 I founded Wieland and Wieland Co. Ltd. that is mainly focused on providing training and professional tools and equipment for Qualfied Faciltators.



What is your vision regarding the efficiency of the Romanian employees: whether we are talking about individuals or about the efficiency of the team.

My aim is to give useful knowledge and accessories to our customers, that can be applied efficiently in coordinating daily work-procedures, as well as solving problems. Our mission at Wwieland is to release a higher level of consciousness of people. Thus, making decisions complying with their goals and changing their environment more consciously. We wish to show the direction with our accessories and methods which starts people’s cooperation, and by which the development of individuals and groups becomes more efficient.



It is said that we are the sum of the experiences that have marked us and people we have met. Tell us about such a person who put his mark on your career path.

About 20 years ago my mentor made the most important impression on me who directed me towards my profession. She taught me that the method is useless if there is no concept and a prepared facilitator, but with these, the method can work well. I thank her for the stable basis of my moderator’s skills.



Where does the organizational diagnosis begin?

In my opinion, the diagnosis should be set along with the processes and structures. It is also worth to examine on what the individual has or hasn’t any influence. A change, an improvement. It is important that there are differences among the sensing of individuals, therefore all the impressions deriving from the individuals, the group, and the diagnostician should be taken into consideration what elaborating the final diagnosis.



Tell us a little about a training program that you have implemented and above all, what determined its success?

I have been training facilitators for 15 years.  The Qualified Facilitator program has been developed in the past  7 years by myself, which provides complex and individual approach, and allows a tailored training portfolio for each participant. The program is basically a  Blended course that enforces the self-leading ability of the participants. Its success is due to the fact that each training element gives practice and ready-to-apply knowledge.

The participants can design and implement group processes for their own actual issues and they can also practice the just having learned methodology meanwhile. The training has a solution focused approach that ensures an inspirational learning atmosphere.



What would you like to see more of in the industry you are a part of?

The professional validity is very important! Nowadays in my experience, it seems to be enough to participate in a World Café workshop the next day this participant is brave enough to facilitate a World Café. I think it is very reckless! On one hand, I believe that all methods bear their possibilities and pitfalls. On the other hand among all of these the most important tool is the facilitator! Without quality training, this tool can not develop in setting up the precise diagnosis, or in managing group dynamics, also having a neutral point of view etc.



How much damage can an unfitted employee produce in the company? Can you give us an example?

If we consider a leader who is responsible for several people’s coordinated work, result and well-being, I can see many risks and danger – mainly if this person is not well-prepared, but being the leader of a group. The biggest challenge of our present age is to teach the leaders to trust. The leader who can not have trust keeps himself under pressure as well. This creates the situation of having strong control over others too. He or she will not delegate, not authorize, not support, that will cause demotivation, burn-out but at least stress and helpless workers.



People learn in different ways and at different speeds. How can you ensure that each participant develops his skills specific to his needs?

All my pieces of training have a facilitative and coaching approach. We define directions, learn techniques, and everyone can progress according to their own level, that we appreciate to a great extent and encourage them to take further steps.



Beyond the technical approach, what does working as a professional facilitator and working with teams entail?

We as professional facilitators impinge such short and long term effects in a company’s culture that is important to be aware of. Every good facilitator is an organization developer to some extent, who is able to set up the appropriate diagnosis and to interfere in the best possible way. A facilitator takes responsibility for what belongs to her and keeps those things by the participants what belongs to them. He or she can sense on the level of the system and is aware of the effects of his or her interference. Acts with this responsibility on the mind.



Each year brings buzz words that at one point become obsolete: working in an agile environment, employees passionate about mindfulness or professional vs. personal balance. What kind of concepts should we no longer be referring to and what employers might pay attention to make sure their employees are happy and involved?

In my experience, the theory of time-management should be terminated! Instead, I would teach energy or focus management, that really focuses on the essence or root, and not the techniques…


Veronika is attending HR Summit, on October 24, as a speaker and will do a workshop on the second part of the day.

Register here: