Method guide · Work with a structured grid
Leadership Map
Surface difficult leadership issues across four areas and prioritise improvement themes by impact and effort.
- People
- 3–15
- Base procedure time
- 120 minutes
- Recording
- Shared record
Purpose: Reflect and learn; Build working relationships.
English guide
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How this method works
A method for identifying leaders' challenges from four areas and setting priorities. Use it after restructuring or a move to remote work when difficult issues such as leaders' workload or psychological safety remain buried in individual complaints. Visit team operations, systems, collaboration, and oneself in turn to collect insights, so discussion does not focus only on familiar strengths; repositioning them by impact and effort establishes where to start. The outputs are insights from each of the four areas, an ordered set of prioritised improvement candidates, and owners with a time for review. It is not suitable for topics involving individual performance appraisal or discipline, or for small groups where anonymity cannot be maintained.
Phase schedule
Minutes are cumulative from the start of the base plan, not a live timer. Read scaling for any additional time. Phase controls do not advance automatically.
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- Collect prior insights0–10 minutes from the start (10 minutes)
Action: Collect. Participation: Everyone.
Recording not separately specified for this phase
- Visit four areas10–65 minutes from the start (55 minutes)
Action: Visit. Participation: Individually → everyone.
Individual record
- Weave insights into themes65–85 minutes from the start (20 minutes)
Action: Weave. Participation: Everyone.
Shared record
- Position by impact and effort85–110 minutes from the start (25 minutes)
Action: Position. Participation: Everyone.
Shared record
- Decide owners and review dates110–120 minutes from the start (10 minutes)
Action: Decide. Participation: Everyone.
Shared record
Facilitation steps
- For 10 minutes, everyone checks the key points from evaluations and opinions collected beforehand.
- For 55 minutes, visit team operations, systems, collaboration, and oneself in turn and identify insights.
- For 20 minutes, weave similar insights into one theme, name it, and leave it in writing.
- For 25 minutes, position themes by the size of their impact and the effort required, and decide where to start.
- For 10 minutes, decide an owner and a time for review for each leading theme.
If something changes
If
Half the time for visiting the four areas has passed, with no insight at all in the area of oneself.
Then
The facilitator switches to sticky notes that can be written anonymously and allows them to be posted without names.
If
When positioning by impact and effort, most candidates cluster in the same corner.
Then
Reorder candidates by size of impact, then compare only the top 30% again by effort.
If
At the stage of deciding a time for review, more than half of the candidates still have no owner.
Then
Do not force ownership; record only the candidate names for carrying over to the beginning of the next meeting.
Preparation
Materials
- One copy of a summary of evaluations and opinions collected beforehand, distributed to everyone
- One large sheet showing four areas, A1 or larger
- About 8 insight cards per person, 75 × 75 mm
- One A1 sheet with impact and effort axes
Room and setup
- Wall space for two displays, with the four-area sheet and axis sheet side by side
- A large table or floor area where groups of 3–5 can move and write
Adjust for people and time
Do not run this with fewer than 3 people, because perspectives across the four areas would be unbalanced. Divide the participant count by 5 and round up to determine the number of groups; form groups of 3–5 with a size difference of no more than one person. Every group covers all four areas, starting in different areas. Rejoin as a whole group at the final stage of combining insights into themes.
Safety and non-applicable situations
Do not use this for individual performance appraisal or discipline, or where a small group cannot maintain anonymity. Allow anonymous notes when the specified trigger is reached, and do not force ownership of unresolved candidates.
Historical translation and source notes
These original notes are retained verbatim with their fixed source versions. This historical label does not resolve a source-specific concern or establish current acceptance.
- The top-30% branch gives no rounding rule for a fractional number of candidates; the translation retains 30% without selecting a rounding method.
- The summary material is described as one copy distributed to everyone. The source does not clarify whether this means one shared copy or one copy for each person.
Manuscript's recorded references
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- Operational_Excellence_CoOp: Leadership Map
https://openpracticelibrary.com/practice/leadership-map/
Adaptation under CC BY 4.0; changes made
- CC BY 4.0
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- Named contributors on the source page: Operational_Excellence_CoOp
- Contributors listed in the official practice source (repository handles): @operationalX
Source page checked on 2026-10-17: Leadership Map.
Source lineage
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Diagram, print, and video language
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Editorial provenance
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