“How can we turn our technically strong managers into effective leaders?”

What They Needed

Honda Motor Europe Ltd needed to strengthen leadership and behavioural capability across its engineering, manufacturing, motorsport and corporate operations. While technical competence was strong, behavioural leadership capability was mixed and often reactive.

Key challenges included:

• Technically skilled individuals stepping into people-leadership roles without the behavioural skills required – particularly in coaching, communication, feedback and delegation.
• Managers transitioning from peer to leader, struggling to set boundaries and manage performance conversations effectively.
• Inconsistent leadership styles and expectations across different sites and countries, leading to uneven team performance.
• Leadership development beginning too late, with experienced associates under-prepared for future management roles.
• Need to reinforce Honda’s leadership values in everyday actions, specifically Using Your Initiative, Open Communication, Continuous Development, Team Co-operation, Business Awareness and Adapting to Change.

In short: How do we build a consistent leadership and behavioural standard from early-career associates through to new people managers?

What We Did

We designed a three-tier development pathway, aligned to Honda’s values and future leadership needs.

1. Essential Management Skills (EMS)

For technical specialists, engineers and first-line supervisors

• Two-day practical workshops delivered on-site in operational settings
• Topics included: transitioning from peer to manager, difficult conversations, building team performance, communication and assertiveness, managing conflict and change
• Supported with toolkits, action plans and follow-up resources

2. Management Development Programme (MDP) – for new and developing managers

• Day 1: Leading for Success – leadership vs management, delegation, motivation and productivity
• Day 2: Managing People – communication styles, coaching frameworks (GROW), feedback and conflict handling
• Day 3: Managing Performance – SMART objectives, review meetings, dealing with high and low performers
• Ongoing access to coaches, Management Academy and sponsor updates

3. Associate Development Programme (ADP) – for high-potential associates preparing for management roles

• Six short, virtual modules mapped directly to Honda values
• Delivered across UK and European sites with action-learning and peer discussion
• Focused on behavioural readiness ahead of formal leadership responsibility