Iltihouse ApS

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Iltihouse ApS VI GØR MENNESKER BEDRE - SAMMEN! Iltihouse er en konsulentvirksomhed med speciale i lederudvikling, medarbejderudvikling, kommunikation og samarbejde.

Vi har succes med at udvikle, træne og forankre forandringer.

Great collaboration doesn’t happen by accident. Sometimes it starts with a Christmas party 🎅Picture this Christmas activ...
22/10/2026

Great collaboration doesn’t happen by accident. Sometimes it starts with a Christmas party 🎅

Picture this Christmas activity for your team: fondant, colors, decorations and a team that has to build something together.

The challenge isn’t the fondant in itself. It’s agreeing on what to make with it, because who comes up with the wild idea? Who makes it even better? And who ends up with fondant in places it shouldn’t be?

That’s where it gets interesting, because strong teams have one thing in common 👇
People feel safe to share ideas, and everyone gets to contribute, and a table full of fondant is a low-stakes place to practice exactly that.

And the result?
Christmas figures nobody saw coming and fun memories made together, but the real win is a team with skills that makes them capable of collaborating better together. Skills that will last long after the party is over.

Get in touch and we’ll help you tailor a fun and insightful Christmas activity for your team.
[email protected] | +45 25 75 42 36

Looking for a fun and insightful activity for your upcoming Christmas party?At Iltihouse, we’ve got the perfect activity...
16/10/2026

Looking for a fun and insightful activity for your upcoming Christmas party?

At Iltihouse, we’ve got the perfect activity for you: wrap a chair in true Mr. Bean style, without hiding what’s truly underneath all the wrapping paper.

It’s fun, it’s chaotic, and a surprisingly good way to see how your team communicates and makes decisions together. Because when the paper fights back and the tape sticks to everything, who takes charge?

You’ll find out after teamwork, collaboration and plenty of laughs.
And you can expect to walk away with some actionable insights to use in your everyday work.

Want to try it with your team at your Christmas party? Contact us and we’ll tell you more about the activity.
[email protected] | +45 25 75 42 36

Everyone in a leadership team says yes to the same agreement. But do they all share the same understanding of what they ...
21/09/2026

Everyone in a leadership team says yes to the same agreement. But do they all share the same understanding of what they have agreed to?

At Iltihouse, “the good agreement” is built on four principles: shared understanding, planning, clear allocation of responsibility and a final evaluation.

Recently, one of our clients’ leadership teams put the good agreement to the test with us.

The participants were tasked with producing two cars. 🚗🚗

Every component had to be manufactured by the participants in separate “factories”.

The leaders took turns coordinating the project plans and carrying agreements forward without being able to follow the production process from start to finish.

Whenever leadership changed hands, the incoming leader had to continue based on the previous leader’s instructions and the customer’s specifications for the cars.

If those instructions were unclear, guesswork quickly took over the production process.

When the participants finally assembled the cars, they could see whether the plans and agreements had been understood and passed on correctly.

Before the day ended, the leaders decided what they will do differently after the course, who will take responsibility and how their employees will be able to notice the difference in their daily work.

An agreement is only a good agreement if it can survive. Even when responsibility changes hands and other priorities compete for attention.

……

🟥 Dansk version ⬜

Alle i en ledergruppe siger ja til den samme aftale. Men har de alle den samme forståelse af aftalen?

Hos Iltihouse bygger “den gode aftale” på fire principper: fælles forståelse, planlægning, ansvarsfordeling samt en afsluttende evaluering.

For nylig satte en kundes ledergruppe den gode aftale på prøve sammen med os.

Deltagerne fik til opgave at producere to biler. 🚗🚗

Alt materiale til bilerne skulle fremstilles af deltagerne på separate “fabrikshaller”.

Lederne skulle skiftevis koordinere projektplaner og videreføre aftaler uden at være i stand til at følge produktionen fra start til slut.

Hver gang lederansvaret skiftede hænder, skulle den næste leder kunne fortsætte ud fra kollegernes overlevering samt kundens ønsker til bilerne.

Hvis overleveringen var uklar, overtog gætterier hurtigt produktionen.

Da deltagerne til sidst samlede bilerne, skulle det endelig vise sig, om lederne havde overleveret planerne og aftalerne korrekt.

Inden dagen var omme, besluttede lederne, hvad de vil gøre anderledes efter kurset, hvem der tager ansvar, og hvordan medarbejderne vil mærke kursets udbytte i dagligdagen efterfølgende.

En god aftale er først god, når den kan overleve - også når ansvar skifter, og andre opgaver presser på.

A team with no visible disagreements or conflicts may be a warning sign rather than a sign of strength. 🚨47% of hiring p...
18/09/2026

A team with no visible disagreements or conflicts may be a warning sign rather than a sign of strength. 🚨

47% of hiring professionals surveyed in Konsulenthuset ballisager A/S's Recruitment Analysis 2026 identify the ability to create psychological safety as one of the leadership competencies that has grown in importance over the past two years.

Psychological safety is easily associated with a positive atmosphere and a considerate tone.

But it is truly put to the test when an employee openly challenges one of your decisions.

If you respond with irritation or use your position to shut down the conversation, your employees will quickly learn that silence is the safest option.

Your team may appear perfectly harmonious from the outside, while important perspectives on for instance your “2028 Strategy” are never voiced.

In psychologically safe teams, disagreements can arise without undermining mutual respect and trust.

Which disagreements remain unspoken in your team because everyone wants to preserve the positive atmosphere?

……

🟥⬜ Dansk version 🟥⬜

Et team uden synlige uenigheder og konflikter kan være et faresignal frem for et kvalitetstegn. 🚨

47 % af de rekrutteringsansvarlige i Konsulenthuset ballisager A/S's Rekrutteringsanalyse 2026 peger på evnen til at skabe psykologisk tryghed som én af de lederkompetencer, der er vokset i betydning de seneste to år.

Psykologisk tryghed kan hurtigt forbindes med god stemning og en hensynsfuld tone.

Trygheden bliver for alvor sat på prøve, når en medarbejder udfordrer din beslutning åbent.

Møder du uenigheden med irritation, eller bruger du din position til at lukke samtalen, forstår dine medarbejdere hurtigt, at tavshed er det sikreste valg.

Så kan jeres team fremstå nok så harmonisk udadtil, mens vigtige perspektiver på fx jeres “Strategi anno 2028” aldrig bliver sagt højt.

I teams med psykologisk tryghed kan uenigheder opstå, uden at jeres respekt og tillid til hinanden lider under dem.

Hvilke uenigheder bliver ikke sagt højt i dit team, fordi den gode stemning skal bevares?

If the new behaviour is gone by Monday morning, what was the course really worth?During a leadership development course,...
16/09/2026

If the new behaviour is gone by Monday morning, what was the course really worth?

During a leadership development course, participants practise giving clear and specific feedback, managing conflicts and improving well-being within their teams.

Then everyday work resumes.

Calendars are full. Deadlines are approaching.

Old habits come knocking and they quickly take over.

Some participants manage to put their training into practice. Others soon return to familiar routines and old patterns of behaviour.

We have our own theories about why this happens. But we are always interested in hearing other perspectives.

That is why we attended a matchmaking event at Roskilde University with one question for the students:

🎯 What does it take for the new behaviours that leaders practise during a course to become an integral part of their everyday work?🎯

At the event, we met several master’s students who were interested in exploring the question further.

That is encouraging. Because the question is unlikely to be answered adequately from a single academic perspective.

We look forward to hearing the students’ perspectives and discovering new angles that we may not have considered ourselves.

We are therefore excited to read their research projects and use their insights to become even better at helping participants transfer what they learn during our courses into lasting changes in their everyday work.

🟥 Dansk version ⬜

Hvis den nye adfærd er væk mandag morgen, hvad var kurset så værd?

På et lederkursus træner deltagerne i at give konkret og tydelig feedback, håndtere konflikter og forbedre trivslen i deres teams.

Så starter hverdagen igen.

Kalenderen er fyldt. Adskillige deadlines nærmer sig.

Gamle vaner banker på hos lederen, og de får hurtigt overtaget.

Nogle deltagere lykkes med at holde fast i det, de har trænet. Andre vender hurtigt tilbage til velkendte rutiner og gammel adfærd.

Vi har selv vores teorier om, hvorfor det sker. Men det er altid interessant at høre andres perspektiver!

Derfor tog vi til matchmaking-messe på Roskilde University med et spørgsmål til de studerende:

🎯 Hvad skal der til, før ny adfærd, som ledere træner på et kursus, bliver til en fast del af hverdagen? 🎯

Til eventet mødte vi mange kandidatstuderende, som viste interesse for at undersøge spørgsmålet nærmere.

Det er godt. For spørgsmålet kan næppe besvares bedst ud fra én faglig vinkel.

Vi glæder os til at høre de studerendes perspektiver, med nye vinkler, som måske ikke har været synlige for os.

Vi ser derfor frem til at læse de studerendes forskningsprojekter, så vi kan blive endnu skarpere på at hjælpe vores kursister med transfer fra læring på kurser til hverdagen efterfølgende.

💡FRIDAY REFLECTION 💡You cannot expect your team to grow while your own development stands still.Day-to-day operations, d...
11/09/2026

💡FRIDAY REFLECTION 💡

You cannot expect your team to grow while your own development stands still.

Day-to-day operations, deadlines, deliverables and KPIs may explain why your leadership development ends up at the bottom of your calendar.

But every time you postpone your own development, you pass the bill directly to your team, and ultimately to the organisation.

The consequences for your team are clear:

They spend time guessing which direction to take. 🤷‍♀️

They navigate unresolved conflicts that you fail to address. 🙎‍♂️

They are left to translate changes and company strategies that you have not made concrete. 🙅

When you respond to new demands and challenges with old leadership habits, those habits quickly become the working conditions your team has to operate under.

……

🇩🇰 Dansk version 🇩🇰

💡FREDAGSREFLEKSION💡

Du kan ikke forvente, at dit team udvikler sig, mens din egen udvikling står stille.

Drift, deadlines, leverancer og KPI’er kan forklare, hvorfor din lederudvikling ender nederst i kalenderen.

Men hver gang, du udskyder din udvikling, sender du regningen direkte videre til dit team og ultimativt til organisationen.

Konsekvensen for dit team er:

De bruger tid på at gætte sig til retningen. 🤷‍♀️

De navigerer i uforløste konflikter, du ikke får håndteret. 🙎‍♂️

De skal omsætte forandringer og virksomhedsstrategier, du ikke får gjort konkrete. 🙅

Når du håndterer nye krav og udfordringer med gamle ledelsesvaner, bliver de hurtigt til arbejdsvilkår, som dit team må arbejde under.

08/09/2026

What happens to a leadership team when everyday demands no longer set the pace?

That is why, every winter, we take leadership teams into the harsh Nordic winter landscape.

For 3-4 days, you step away from day-to-day operations and familiar surroundings, creating the time and space to further develop your leadership capabilities.

At temperatures between -15°C and -30°C, a few truths become impossible to ignore:

-Who leads when everyone is under pressure?
-Who looks after others when everyone needs support themselves?
-What does “going the extra mile” really look like when everything feels difficult?

Moving through cold, unfamiliar terrain on snowshoes reveals how you work together as a team. It creates space for deeper reflection, honest conversations and closer relationships.

The snow and unfamiliar surroundings serve a purpose beyond the experience itself.

What you gain from a programme in the far North lies in everything you learn about yourselves and each other, and what you bring back into your everyday leadership.

Is this the winter you finally make time for the conversations that matter?

We are now planning this winter’s leadership development programmes.

[email protected] | +45 25 75 42 36

……

🟥 Dansk version ⬜

Hvad sker der med et lederteam, når hverdagen ikke længere bestemmer tempoet?

Derfor drager vi hver vinter afsted med lederteams ud i de barske nordiske vinterlandskaber.

I 3-4 dage rejser I væk fra driften og jeres vante omgivelser, hvor I får udviklet og styrket jeres ledelseskompetencer yderligere.

I minus 15 til minus 30 grader står kendsgerningerne tydeligt frem:

- Hvem driver ledelse, når alle er under pres?
- Hvem drager omsorg, når alle selv har brug for omsorg?
- Hvordan ser “at gå den ekstra meter” egentlig ud, når alting er svært?

På snesko i det kolde, uvante terræn bliver I som team styrket på en måde, som åbner op for dybere refleksion, ærlige snakke og tættere relationer.

Sneen og de ukendte rammer er dog ikke valgt for oplevelsens skyld alene.

Udbyttet ved et kursus i det kolde nord ligger i alt dét, I lærer om jer selv og hinanden, og som I igen tager med hjem til hverdagen.

Er det til vinter, I endelig tager tiden til de vigtige samtaler?

Vi planlægger vinterens kurser og lederudviklingsforløb nu.

[email protected] | +45 25 75 42 36

Your silence is leadership too.Adults bully their colleagues too. We simply rarely talk about it, because turning a blin...
04/09/2026

Your silence is leadership too.

Adults bully their colleagues too. We simply rarely talk about it, because turning a blind eye is easier than confronting the problem.

Bullying often begins with small acts:

🗣️ The same colleague being interrupted time and time again.
🤭 Jokes that always target the same person.
🔔 Important information being withheld from certain members of the team.
🙉 Views or opinions being deliberately ignored.
🙋‍♀️ People being repeatedly excluded from the group.

Taken individually, actions like these are easy to explain away. Repetition and patterns are harder to ignore.

As a leader, you shape the culture through the behaviour you stop, and the behaviour you allow to continue. It starts with the example you set.

Bullying is never acceptable. Not even when the behaviour comes from an experienced or highly skilled employee. Or when it comes from another leader.

Your zero tolerance for bullying only means something when your team sees you respond, speak up and put a stop to it.

……

🟥 Dansk version ⬜

Din tavshed er også ledelse.

Voksne mennesker udsætter også deres kolleger for mobning. Vi taler bare sjældent om det, for det er lettest at vende det blinde øje til problemet.

Mobning begynder ofte i de små handlinger:

🗣️ Den samme kollega, der gentagne gange bliver afbrudt.
🤭 Jokes, der altid rammer den samme person.
🔔 Vigtig information, der ikke bliver delt med udvalgte i teamet.
🙉 Synspunkter eller meninger, der bevidst bliver ignoreret.
🙋‍♀️ Individer, der altid holdes uden for fællesskabet.

Hver for sig kan handlinger som disse let bortforklares. Gentagelser og mønstre er dog sværere at ignorere.

Som leder sætter du kulturen gennem den adfærd, du stopper, og den, du lader passere. Det starter med dig selv gennem din egen adfærd og handlinger.

Mobning er aldrig i orden. Heller ikke når adfærden viser sig hos en erfaren eller faglig dygtig medarbejder. Eller sågar en anden leder.

Din nultolerance over for mobningen får først værdi, når dit team oplever, at du reagerer og siger stop.

You don’t have to be struggling to work better together.Even a strong collaboration can have blind spots. They are simpl...
02/09/2026

You don’t have to be struggling to work better together.

Even a strong collaboration can have blind spots. They are simply harder to spot when nothing is on fire.

That was the starting point for a joint project between an IT company and a major brewery.

Before the project moved into its next phase, the two companies stepped away from the project plan for a day to examine why their collaboration was working – and how they could make it even stronger.

That was where Iltihouse came in.

We challenged the participants with hands-on learning exercises that required them to build, draw and coordinate with colleagues from both companies to find solutions.

After each learning exercise, the participants discussed what had made their collaboration work particularly well in phase one – and what each of them could do to strengthen it in phase two.

Because when we understand what makes a collaboration work, we can protect it and build on it in the next phase.

……

🟥 Dansk version ⬜

I behøver ikke have problemer for at blive bedre sammen.

Et godt samarbejde kan stadig have blinde vinkler. De er bare sværere at få øje på, når intet brænder.

Det var udgangspunktet i et projekt mellem en IT-virksomhed og et større bryggeri.

Inden projektet skulle videre til næste fase, tog virksomhederne en dag ud af projektplanen for at undersøge, hvorfor deres samarbejde fungerede - og hvordan de kunne gøre det endnu stærkere.

Det var her, Iltihouse trådte til:

Vi udfordrede deltagerne med læringsøvelser, hvor de skulle bygge, tegne og koordinere sig frem til løsninger med kolleger fra begge virksomheder.

Efter hver læringsøvelse talte deltagerne om, hvad der fungerede særligt godt i fase 1 - og hvad de hver især kunne gøre for at styrke fase 2.

For når vi identificerer det, der virker, kan vi sikre et endnu stærkere samarbejde i næste fase.

Four pages became six letters. 27 years later, we still use them. 🛠️ In 1999, our CEO Jack Hindborg was asked to take th...
01/09/2026

Four pages became six letters. 27 years later, we still use them. 🛠️

In 1999, our CEO Jack Hindborg was asked to take the lead in turning a four-page description of effective task solving into a model that teams could easily remember and apply in practice.

The result was ORIPUK (URIPEC in English):

Understanding – Resources – Idea Phase – Planning – Ex*****on – Control and Evaluation.

URIPEC addresses a costly habit in many teams: They start with E.

Because ex*****on feels like progress.

Until the team discovers that its members have different interpretations of the task’s purpose and scope, and the work has to be done all over again.

At Iltihouse | Leadership & Team Development, we always start with U: Understanding.

The model gives teams a shared language for what needs to be clarified and done before the pace picks up. It also helps pinpoint where the process went wrong if the outcome missed the mark.

For 27 years, URIPEC has helped teams approach and complete tasks effectively together. And we have no plans to replace it anytime soon. 😉

If you have attended one of our courses and need inspiration for how your team should approach its next task, you can always revisit the model in your course materials. 🙌

……

🇩🇰 Dansk version 🇩🇰

Fire sider blev til seks bogstaver. 27 år senere bruger vi dem stadig. 🛠️

I 1999 fik vores CEO Jack Hindborg til opgave at være primus motor på at omforme en 4-siders beskrivelse af den gode opgaveløsning til en model, som teams let kan huske og anvende i praksis.

Resultatet blev ORIPUK:

Opgaveforståelse – Ressourcer – Idéfase – Planlægning – Udførsel – Kontrol og evaluering.

ORIPUK addresser en dyr vane i mange teams: De begynder med U.

For udførsel føles som fremdrift.

Lige indtil teamet opdager, at de har forskellige forståelser af opgavens formål og omfang, og de så skal lave arbejdet om.

I Iltihouse begynder vi altid med O: Opgaveforståelse.

Modellen giver teamet et fælles sprog for, hvad der skal afklares og gøres, inden tempoet stiger – og hvor i processen arbejdet gik galt, hvis resultatet ramte skævt.

I 27 år har ORIPUK effektivt hjulpet teams med at løse opgaver i fællesskab. Og vi har ingen planer om at skifte modellen ud lige foreløbigt. 😉

Har du været på kursus med os og mangler inspiration til din og teamets næste opgaveløsning, kan du altid genbesøge modellen i vores kursusmaterialer. 🙌

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