Developing mental and social work life skills

Sustaining the organisation’s competitiveness reflects as high demands on employees’ know-how, wellbeing and co-operation. Individual employees feel performance pressure stronger than ever. But does everyone have the capabilities to lead themselves and their co-operation?

Our mission is to develop the mental and social skills of employees. We want to help people lead and relate to their work efficiently but humanely. Our trainings are held with a distinct Bravers format: giving information, motivating and immediately trying things out in practice. 

Our areas of training

Mental skills

Including optimism, renewal capabilities, resilience, creativity, growth mindset, time-, thought- and stress management as well as mindfulness and emotional skills.

Bravers valmennustalo asiantuntijayrityksen valmennukset sosiaaliset taidot

Social skills

Including feedback, interaction, communication, emotional intelligence, building a coaching work community, strengthening sense of community and hybrid work models.

We hear you!

We always design our training content to respond to your organisation’s distinctive situation. We offer you both one-time trainings as well as training programs (including homework assignments) that spread out to a longer timeframe.


Sometimes the organisation’s situation is so complex that a single training could not facilitate the needed change. In these cases we use a restorative development approach, which will help unearth the root causes of the situation.


Pricing example: Modern feedback training with two coaches held online (90 minutes) with max. 50 participants:  3 000 € + VAT 24%.

Developing the feedback culture at Rovio


Rovio Entertainment Plc
Line of business: Gaming
Number of employees: ~500
Country: All the company’s operational countries


How to develop the everyday feedback capabilities efficiently for the whole company with a modern and optimistic approach.


Bravers held a 2-hour experiential workshop based on latest studies on feedback. The workshop included discussion and practical exercises.


The collective way of talking about feedback developed. Employees’ personal promises to improve the culture were gathered on a joint “Feedback Wall”.

”The training was about developing the company's culture in a way, that everyone could act as a sparring partner and an everyday supporter of growth for their colleagues. Participation was optional and it was great to see how the majority of our employees was interested in giving and receiving feedback, or actually attention. The implementation was appreciated and the concrete learnings can be seen as improved employee co-operation."
Laura Reponen
Head of HR Operations (at the time)