The HumanGuide Concepts for Teams?

teamuvThe picture shows Rolf Kenmo, management consultant and inventor of the HumanGuide Concepts and Giselle Welter, psychologist and CTO for RH 99 (Resources Humanos). This event is a release of the book Let the Personality Bloom in 2007 in Sao Paulo, as a milestone for the cooperation that started in 2000. The cooperation has mostly been in the format of a so-called global virtual team, because the distance between Sweden and Brazil is great and our resources have been small. In this cooperation the HumanGuide concepts have been invaluable, i.e. mostly because both have clearly understood each other's personality and their effects (MiniProfiles) -- from the first moment.

A strong argument for HumanGuide is that the underlying personality theory consists of eight dimensions. Then you get a more nuanced testresult and sharper analysis. Compare with MBTI, where you "be" one of 16 types. The popular DISC model (and similar) has only four dimensions. And the BigFive model has only five basic dimensions.

"I've been using the HumanGuide since 2012, with excellent results! It has been an assessment tool much requested by my organizational clients."

Adriana Torres Guedes, Psychologist, Brazil (2020-02-10)

"I hire probably the wrong yellow people". She used DISC's four dimensions. DISC's yellow dimension is represented by three dimensions with the HumanGuide. The colurs in HumanGuide are: Orange, grey, green, violett, blue, yellow, brown and red, i.e. Then the test result will be much more nuanced. Below on this page there is a video with the symbolics for the eight colours.
Manager for a restaurant chain (2018-03-02) 
"For eight years I had  a personal meeting about my PersonProfile á la HumanGuide. I have done many other personality tests cince then, but my opinion about this "method" is that it was fascinating and the most accurate. The PersonProfile is still pinned up at work"
IT manager (2018-04-19) 
"As a consultant I have done many personality tests. The results made me feel confirmed, but I didn't get any answer: Why I didn't was happy to 100%? This autumn I did the HumanGuide-test, which only took 15 min to do. It explained for me, where I had most motivation and because of then easiest to be my best version."
Nuclear engineer (2018-03-27) 

Diversity is best, but...

A lot of research shows that diversity in a team gives the best result. Mostly because then you don't see narrowly and one-eyed as when you, for example, need to solve a problem. However, the catch is that many people believe that it is more difficult to cooperate with someone who is different. Therefore they are keener on recruiting and staffing someone who "is like we are". When the team members are very similar to each other, then there is the great risk of getting so-called "group-thinking", i.e. they have more or less the same opinion and oppose the one who has other opinions. There are many examples of fatal results from this kind of thinking. One was the time when an USA spaceship exploded just after take-off. In a way another was the time when we lost the ship Wasa in Sweden; this was an example of group-thinking because no one dared to tell the king that this ship would sink.

The HumanGuide concepts support you so that you can more easily can get a team with diversity to cooperate better. 

For example we have developed a special concept to staff and develop a team that participates in UF, which is a Swedish development program for schools (the participants are around 18 years old), and the purpose is to train in a practical way entrepreneurship combined with lessons. The origin of the concept's development was that the teachers were not pleased when the pupils mostly staffed their UF-team with their buddies and thus the team most often became very "cloned" (homogeneous). More under "Testimonials" below.

In order to get a team to function very well, you have to manage it in a good way, e.g. 

  • how can we staff it in a good way?
  • how to get a good start?
  • how to handle conflicts?
  • how to get tips about how to cooperate with different members of the team?
  • how should we think, if we need to change the staffing?

No one can do all these things at once. Instead all team members need to be good in teamwork. A team with diversity has the best potential to solve its tasks well, but in teams with diversity the biggest risks are a bad result and destructive conflicts. How to guard against the risks and how to develop the team in a good way?

One way to act, of course, is to be proactive whenever you can, i.e. to staff and start the team in a good way. How to do that? Well, by learning more about each other, e.g. via HumanGuide and using some tools in teambuilding and its development. You can do this with different ambitions levels.

Of course you can also improve cooperation in established teams by using some of our development programs -- based on HumanGuide:

A-Teambuilding/Team Development (from 2 hours)

You use HumanGuide Cards, i.e. a deck of cards and a connected app. Do the exercise TeamPlay with Cards. Register the result in the app, i.e. you get a general profile of each participant's personality. Afterwards, you can discuss each one and its effects. The result can be documented in a TeamView.

B-Teambuilding/Team Development (2 + 4 hours)

You use HumanGuide Cards, i.e. a deck of cards and a connected app. In this case you get a more precise opinion about each member's personality as a first step. Then you let the participants know what a Level5 leadership is, i.e. the leadership that was used in the 11 most successful companies that were described in the book ”Good to Great” by Jim Collins. This book is based on extensive research. Look also at Downloading - For Leaders.

In the next step the team's strongest factors are put together in a so-called TeamView. After that an analysis is done on the team's strengths and risks.

In the last step, the team members start to give their opinions about what characterizes efficient teams. Based on that list, the team will make a summary of the team's "cooperation rules" as "homework". After that the team "plays" TeamPlay with Cards. The objective is not only to increase the self-knowledge of each team member but also to train in both giving and getting feedback. The result is then compared with the profile that everyone got in the first step. At the end the participants learn about personal chemistry and handling conflict.

C-Teambuilding/Team Development (1 hour/person + 4 hours)

This team service is similar to B above. The biggest difference is that each team member does the test via the internet and then fine tunes the result during a personal meeting with an authorized ”humanguide”.

This version can also be combined with other modules in the concepts included and be carried out in a concentrated way or in the format of some meetings in a development program.

Team Development (Many Possibilities)

There are also many other possibilities because the HumanGuide concepts are basically a module-based system. 

HumanGuide is especially useful in handling conflict. The fact is that unhealthy conflicts ebb away when you get better understanding of each other. If the conflict concerns two persons, then you can follow a special method in the format of a Person Chemistry Analysis –- for more look at Products - Teamtools. If more people are involved, then in a similar way you do a Team Chemistry Analysis –- for more look at Products - Teamtools.


The overall result is that you get a better cooperation in the team via increased self-knowledge, increased openness, and increased trust. These team qualities have a crucial effect on a team's cooperation capacity and performance.

As a "bonus" the team members learn a very useful personality theory that can, for example, be used in discussions about staffing and recruitment. This personality theory will also be like a language.


”We got better staffing in our UF-teams. In the start of the school year we had a course by Rolf Kenmo in the personality test HumanGuide. The pupils did the test after our course. Then they were to staff their teams based on qualities and personality instead of gender. This resulted in more teams with more of a mix between girls and boys. Moreover, more chose to cooperate with new persons instead of their best buddies. In the distribution of roles in the UF companions the pupils based their staffing on who had the best qualities and knowledge -- instead of gender"

Henrik Samuelsson, Teacher in UF and business administration, JENSEN gymnasium Södra*)

*) The school became Sweden's best UF-school in 2014.

"The HumanGuide concepts gave proof of invaluable help of crucial insights for all members of the team. These insights gave the foundation to take some very tough decisions.”

Thomas Seiler, CEO, U-blox AG, Schweiz

"Rolf Kenmo assisted us in a relaxed and pedagogic way to start to work to create understanding of each other as individuals. The objective was to further improve the cooperation in our team. Rolf's work was appreciated by the participants and created a positive foundation for further development."

Eva Kimber, Svensk Exportkredit

"Our delivery is a function undertaking with a big management responsibility; therefore, it was important that HumanGuide's Team Chemistry Analysis gave the management team not only individual understanding of strengths and risks but also knowledge about the whole team's chemistry. The management team's total strength is crucial in order to deliver at least at the agreement level."

Leif Öjestedt, WM-data (now CGI AB)

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