Some scholars define leadership as a process, focused on achieving goals through others; the influence of other people through different varieties of power combined

with the responsibility of delivering on goals. A broad definition lays ground for different theories, approaches, and views. These include personal- , strategic- , administrative- ideological- , situational-, emotional-, authentic, transformational- , relational- , operational management , and many, many  more.

In this program, however, we will not touch upon most of these theories. We view, work with and practice leadership at a practical, operational and personal level.


Ann Cunliffe, professor of organisation Studies in Leeds is highly critical of the concept of leadership as something that can be taught, as are we in Future Leaders.

Cunliffe has studied MBA programs worldwide, and how they develop leaders. The results show that far too often programs and studies focus on theory, with little room for participants to adapt what they learn reflexively. Jeffrey Pfeffer, a professor in organisational behaviour at Stanford explains how this has been shown to have a negative effect on leadership development, as people learn the ideal way to lead, but rather seldom, manage to apply it when they graduate, which is shown to increase what Jeffrey calls a knowing-doing gap and apathy.The Future Leaders program is designed to close the knowing-doing gap,  though emphasis on practical and contextual learning.


The program is anchored in critical management studies, deep learning and complexity theory. Through personal system-two reflections, participants develop their own evolving strategies for self-leadership, leadership and navigation in complex contexts. Our focus lays on developing personal strategies through testing, challenging, learning and iterating, aligned with where you are in your life, the people you work with and the context in which you operate.


The Future Leaders program uses methods adjusted to fit a contemporary mindset and way of life. In Future Leaders we view leadership as a lifelong process of constant development and learning. All processes have a long term mentality, putting in the hard work today to be able to deliver impact in the future.


The program is founded on physical gatherings. Each gathering lasts for 2 whole days, and consists of different tasks, presentations, exercises and challenges.


New theory, perspectives and topics are introduced in each gathering. Key content is processed through individual and group reflection, and further broken down into practical goals and commitments, taken on by the individual.


All participants commit to these specific training points between each gathering, directly related to self leadership, leadership and impact.


The pioneers are facilitators of the program. They operate groups of six participants each, and are important role-models and mentors . The pioneers have participated in the program at least once before and are trained and recruited through a special pioneer-program.


Through groups we create safe environments with trust and understanding, facilitating for the challenging of assumptions, biases and change. Another important reason for the use of groups is interpersonal learning. It is shown that people learn more effectively through relations with others, using the possibility to discuss, receive feedback and reflect openly.


As we seek to solve complex problems, we need to raise above our own subjectivity. Continuous development of perspectives and mindsets, to let go of assumptions we have about the world and our self, is crucial throughout the program.


As sad as it is; participation in the Future Leaders program can only last for so long. Therefore one important principle in Future Leaders is that our program should function as a stepping stone rather than a final destination or individual goal. Through the program the talents learn technique, gain self confidence, learn how to learn, how to develop others and how to develop themselves. Making the Future Leaders program a staring arena for lifelong learning.



The program is divided into 5 modules/ gatherings. Each module represents a pillar of the program. The length and depth of each module are adjusted in regard to culture, feedback from participants.

Based on constant improvement through international feedback loops, the program develops and foster. The system is built so that each participant feels that he or she can be a part of improving the program, which influences the mindset and culture by recognising ideas and input. The principle of constant improvement is also key for all participants as a crucial part of the culture and framework, as each talent understanding that them alone are responsible for their own development.

Gathering one: Self - leadership 

Gathering two: Relations and collaboration

Gathering three: Direction and outsight  

Gathering four: Impact and global context  

Gathering five: lifelong learning