Case Study -A general program model for behavior-based coaching -similar to the one used by Honda:

"Action without philosophy is a lethal weapon; philosophy without action is worthless.” -Quote from Honda's founder Siochiro Honda.

Honda is driving a new principle for how they manage professional development in Honda: ‘Action without training is a lethal weapon; and training without action is worthless’. An example of this is their new Coaching Program called, ‘The Power of Dreams – Coaching for Talent’.

The underlying concept is combining training with a personal coaching model, built upon Honda's belief that corporate ‘talent management’ should improve the abilities of the whole workforce, not just a handful of so-called hand-picked stars.

Using the 10:20:30:40 Coaching Program Structural Framework:
The programme’s structure is based on the 10:20:30:40 approach. 
- 10 per cent of resources is spent locating the right coaches (internal and external). 
- 20 per cent is spent on training coaches via an advanced coach training program teaching them how to use the latest behavior-based coaching
  change models and tools. 
- 30 per cent is spent on support to help them convert their learnt knowledge and skills into measurable behavioural change.
- And, 40 per cent is spent on integrating coaching into mainstream corporate activities. For example:

• Ten per cent – Most coaching programmes don’t fail in their early stages, but later. A key aspect of the Coaching Managers role is to carefully work through this need for passion and persistence with each coach and ensure that they understand their role and the investment made in their development;
• Twenty per cent – Coach Training must provide each coach a consistent framework they can use with the client and a standard language and accountable set of ROI standards to be used with management. A core ethos of the coach training is to help them teach coachees the coaching model and how to self-coach. This eliminates dependency and improves transfer of ownership by placing responsibility for change firmly on the shoulders of the coachee;
• Thirty per cent – After the coach training each coach receives one to one support from an external agent. The coaches are also trained by the external agent how to train the next batch of corporate coaches, eliminating the need for any ongoing external coach training and support;
• Forty per cent – At this stage the "coaches" are helped to integrate their role with their day jobs and learn to run both, side by side.

The measure of Honda's success is judged by measurable, sustainable positive behavioural change.

Ultimately, Honda is redefining training. Instead of organisations pushing staff onto courses to ‘fill their heads’ with whatever they believe needs to be learnt, staff are helped by the use of a behavior-based coaching model of learning and change to articulate and enhance their personal and professional skills, which their line managers can be assured will drive business value...