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The 40/20/40 Model for High Impact Learning:


The 40/20/40 Model was originally developed by Robert O. Brinkerhoff and illustrates how the outcome of training should not just been seen as an event with a narrow focus on conditions related to the training itself. Instead, the focus of the training should be on creating those skills, knowledge and actions that accelerate the execution of critical strategic performance initiatives. This means that efforts should be made in respect of the conditions before and after the training as much as the training itself.

Conditions related to activities before the training
Needs, Preparation, Goals, Motivation
40% of the effort
Conditions related to the training
Planning, Instruction, Exercises, Materials, Instructors, Location
20% of the effort
Conditions related to activities after the training
Relevance, Translation, Management Feedback, Organizational Obstacles
40% of the effort

Source: Brinkerhoff, High Impact Learning


The Leadership transition programs have been designed based on the 40/20/40 Model and the principles are applied seamlessly throughout the program:


Conditions related to activities before a Leadership Transition Program:

  • The business case for the training is clearly defined and communicated.
  • All stakeholders from senior leaders through participants share and commit to a common understanding of the business value of the program.

Conditions related to the training:

  • The program content, activities and materials are directly relevant to the participants’ real job context. Consequently, learning from the program is directly and immediately applicable when the participants return to their job.

Conditions related to activities after the training:

  • The integration of the everyday life is so strong that participants in our Leadership Transition programs often feel that participation in the program is like being at work.