Each leader creates their professional work profile.
Review decisions, ownership, communication and leadership context.
A clear individual leadership profile.
Bring the HumaMaps into the room.
Discuss complementarity, decision styles and working relationships.
A shared view of how the team works together.
Work on the recurring situations that matter most.
Agree decision rights, ownership, communication and challenge.
Plus a practical 90 day direction.
Works best when responsibility is clear and the team knows what still needs validation.
Prefers clear responsibility and room to shape the route.
Moves before every uncertainty is removed.
Be direct, give context and make ownership clear.
SEMThe team is strongest when different perspectives are used early and ownership becomes explicit after the discussion.
The named owner makes the final call after getting the input the decision requires.
One person owns moving an outcome forward. Shared contribution does not mean shared accountability.
Challenge the issue directly before the decision. Support the decision after it is made unless new information changes the case.
Important decisions are written down with the owner, the reason and the next step.
Three concrete behaviours the leadership team will practise and review after the programme.
The strategy may be clear while decision rights, ownership and expectations are not. As the company grows, roles overlap, decisions slow down and recurring friction starts to consume leadership attention.
Responsibilities have changed faster than the leadership team's ways of deciding and working together.
Two leaders believe they own the same decision, or everyone contributes while nobody is clearly accountable.
Different levels of pace, validation and challenge keep creating the same friction because the team has never made the process explicit.
The work starts with the people in the room and the actual leadership context they are operating in. It is not a generic leadership curriculum.
Build your HumaMap, then use a 30 minute individual review to understand how you work, decide, take ownership and lead.
Use a facilitated team session to see complementarity, recurring friction and the working patterns that matter across the leadership team.
Use a second facilitated session to agree how decisions, ownership, communication and challenge should work, followed by a 90 day direction.
The value is not the workshop itself. It is the clarity that remains after it.
People know when broad input is useful and where the final decision sits.
Important responsibilities have one accountable owner, even when several leaders contribute.
Different ways of working become something the team can use instead of repeatedly colliding over.
The team leaves with explicit working agreements and a 90 day direction to put them into practice.
HumaMap Leadership starts with the people, responsibilities and decisions inside your own leadership team. The aim is not to identify a good leadership type. It is to make the way this team works together more explicit and useful.
HumaMap gives context. People make the decisions.
Why one way of leading does not work for everyone →
Founder, HumaMap
HumaMap grew out of August's own experience making hiring and leadership decisions with limited context beyond CVs, interviews and judgement. The Leadership programme turns that idea into a practical process for the leadership team in the room.
August facilitates the two team sessions and the individual reviews throughout the three weeks.
See August's HumaMap →3 weeks. 2 to 8 people. DKK 29,500 excluding VAT.
Enquire about LeadershipStart with a short conversation about your leadership team and whether the programme fits. No commitment.