Research informed knowledge
We use established knowledge about personality, goal setting, feedback, coaching, team learning and behavioural change. Research guides the work but does not replace professional judgement.
Methodology, research and quality
Methodology that supports real progress
Holistic Leadership brings together research informed knowledge, more than 40 years of proven experience and our own methodology.
We begin with the starting point, clarify the desired state and identify the gap that needs to be bridged. Priority behaviours are then practised in everyday work and progress is followed through the Results Journey.
A clear foundation
Three foundations that hold the methodology together
Proven experience
More than 40 years of experience in leadership, business development, coaching, board work and change provides a practical understanding of the realities facing leaders and organisations.
Our own methodology
The gap analysis, development journeys and the Results Journey create a coherent structure from need to practice, follow up and continued development.
A coherent process
From starting point to real progress
- 01Needs dialogue
- 02Starting point
- 03Desired state
- 04Development gap
- 05Priorities
- 06Development plan
- 07Practice
- 08Follow up
- 09Results
The same logic can be used for an individual, a team, a management team or an organisation. The process is consistent while the content is adapted to the actual development need.
Research informed knowledge
What research contributes
Different areas of knowledge contribute in different ways. We distinguish clearly between use, support and limitations.
Big Five
How it is usedProvides an established perspective on personality traits and individual differences.
LimitationIt is one of several perspectives and should not describe the whole person on its own.
Goal setting
How it is usedClarifies direction, priorities and observable progress.
LimitationGoals must be considered in relation to context, resources and actual conditions.
Feedback
How it is usedMakes behaviours and consequences visible so practice can become more precise.
LimitationFeedback needs to be relevant, respectful and possible to act upon.
Coaching
How it is usedSupports reflection, responsibility and the development of a person’s own solutions.
LimitationCoaching does not replace specialist assessment or decisions that belong to the employer.
Behavioural change
How it is usedConnects insight with concrete practice, observation and follow up in everyday work.
LimitationLasting change is influenced by the individual, relationships and organisational systems.
Psychological safety
How it is usedProvides a perspective on openness, learning, questions and the handling of mistakes in teams.
LimitationSafety does not mean an absence of expectations, responsibility or clear decisions.
Leadership practice
How it is usedTurns knowledge into real conversations, priorities, decisions and behaviours.
LimitationOutcomes depend on participation, practice, context and follow up over time.
Development insight
Nova Deep Insight as a basis for development
Nova Deep Insight connects self insight, feedback, priority practice behaviours and structured follow up. It supports Nova Individual, Nova Team and Nova 360. Results are always interpreted with the participant and do not place people in fixed categories.
What the analysis can support
- Structured self reflection
- Conversations about strengths and risks
- A shared language within teams
- Priority practice behaviours
- A basis for follow up
What the analysis must not do
- Replace professional dialogue
- Act as a clinical assessment
- Determine recruitment on its own
- Describe a person as unchangeable
- Be presented as the whole truth
Explainable guidance
How algorithms and recommendations are used
An algorithm can organise information and create an initial suggestion. It must not become a hidden decision maker. Inputs, criteria and recommendations must be explainable in plain language, and no significant decision about a person is made automatically.
Practice and follow up
The Results Journey makes development visible
The Results Journey is not a separate training programme or an automatic impact measurement. It is the shared working structure for goals, activity, reflection, responsibility and follow up.
Relevance, knowledge, insight, changed behaviours and effects in a team or organisation can be followed. Many factors affect organisational results, so an outcome cannot automatically be attributed to a single development intervention.
Clear boundaries
Quality and integrity
A clear assignment
Purpose, goals, roles and expectations are clarified before the work begins.
The right expertise
The assignment is led by relevant experience and complemented where needed.
Confidentiality
The boundaries for conversations, feedback and information sharing are agreed in advance.
Data minimisation
Only information needed for the agreed purpose is used.
Professional judgement
Analysis and recommendations are always interpreted through human dialogue.
Continuous follow up
Goals, behaviours and next steps are reviewed and adjusted throughout the work.
For HR, executives, boards and procurement
For professional purchasers
Professional purchasers should be able to review methodology, delivery, responsibility, confidentiality, personal data, limitations and follow up without having to interpret marketing language.