Leadership Experience and Adoption Partner

Leadership Experience and Adoption Partner (LEAP)

Hybrid Work Schedule in Wilmington, DE (three days weekly in office)

Monday to Friday 8:00 am to 5:00 pm Eastern Time

Summary:

The Leadership Experience and Adoption Partner (LEAP) makes leadership learning stick. The role owns the distance between a well-designed program and a leader who visibly leads differently once they are back in the work.

This role facilitates with depth across leadership sessions, then stays with leaders long after the session closes - building the routines, peer practice, and on-the-job application that turn insight into habit. It is accountable for adoption and behavior shift, not curriculum coverage or attendance.

This is a delivery and adoption role, deliberately positioned close to leaders, responsible for converting leadership development investment into observable change in how CSC leaders lead.

Some of the things you will be doing:

Own adoption of leadership learning

• Take accountability for what happens after the program ends - the stretch where most leadership development quietly fails
• Design and run the reinforcement that makes change stick: leader routines, practice cycles, leader check-ins, and application challenges
• Track behavior shift at 30, 60, and 90 days rather than satisfaction at the point of exit
• Intervene early when adoption stalls - redesign the reinforcement instead of repeating the program

Facilitate with depth

• Facilitate leadership sessions globally, from first-time people leaders through senior leadership cohorts
• Bring credibility into the room - surface the real dilemmas leaders are carrying, challenge thinking, and hold discomfort rather than smooth it over
• Adapt facilitation to regional and cultural context without diluting rigor - the same program must land with equal quality wherever it runs
• Build and coach an internal facilitator pool so delivery capacity scales beyond any single person

Build reinforcement and peer practice

• Design and run peer practice groups, leader circles, and communities that keep practice alive between formal touchpoints
• Create lightweight, repeatable tools leaders use inside their own team routines - practice embedded in the work, not content consumed alongside it
• Partner with the people leaders of participants so application is visible, expected, and reinforced locally
• Sustain momentum through structured follow-through

Curate and create content that builds capability

• Curate leadership content against a defined capability outcome - what leaders must be able to do differently - rather than by topic, trend, or popularity

• Create business-real material: CSC cases, live dilemmas, and scenarios drawn from the work leaders are doing, so the learning is recognisable from the first minute

• Contextualize centrally designed and externally sourced content for the business unit, region, and leadership level receiving it - localize without diluting the standard

• Build and maintain a current, searchable set of application assets - practice guides, conversation starters, leader toolkits, and reinforcement prompts leaders can pick up and use in the flow of work

• Use AI to accelerate creation, translation, and refresh of contextual content, keeping cost and cycle time low as demand scales

• Run a regular review cadence with the Learning Design & Experience COE - retire content that no longer builds capability, and feed field evidence back into the core design

Implement leadership development architecture

• Take leadership journeys designed by the Learning Design & Experience COE and land them in the business
• Deploy leadership assessments and diagnostics, and translate results into individual and cohort-level development action
• Ensure programs mapped to succession plans and pipeline priorities actually reach the leaders they were built for
• Feed adoption evidence back into design so the next version is sharper, not simply repeated

Coach leaders through change

• Coach leaders individually and in groups on the specific behaviors the business needs shifted
• Apply change consulting discipline - sponsorship, stakeholder mapping, resistance - to the adoption of leadership behavior itself
• Bring cultural intelligence to how leadership expectations are set, interpreted, and reinforced across regions
• Hold leaders to the commitments they made - with care, and with directness

Deploy AI to scale adoption

• Use AI to personalize practice, prompt application, and sustain reinforcement at a scale no facilitator can reach manually
• Pilot AI-enabled coaching, role-play, and feedback tools; retire reinforcement methods that do not move behavior
• Make adoption practice AI-native by default, in line with L&D's shift from AI-aware to AI-embedded

Partner with the business, not just P&C

• Work directly with business leaders to define what changed behavior looks like in their context - before delivery begins
• Operate as a trusted advisor - provide expert guidance on what will genuinely shift leadership behavior, and be willing to push back when a program is not the right intervention
• Communicate progress in business language: adoption, leadership bench strength, retention, and quality of leadership decisions

How success is measured

• Measurable shift in targeted leadership behaviors, evidenced 90 days after program delivery
• Reinforcement mechanisms still operating six months on, sustained by leaders themselves rather than central prompting
• Leadership programs delivered at consistent quality across 3+ regions
• Growth of the internal facilitator pool, reducing dependence on external providers and single-person delivery
• Leader and stakeholder confirmation of visible change in the leaders who participated
• Content and application assets in active use by leaders between programs - measured by application, not downloads
• At least 2 AI-enabled reinforcement or coaching innovations adopted per year

• Engagement sustained beyond the formal program window - driven by relevance, not mandatory enrolment

  
  

What technical skills, experience, and qualifications do you need?

• Proven experience working with leadership to uncover training needs
• Proven experience curating training materials, creating content, and facilitating training
• Ability to provide solutions to leaders that fit with strategic business objectives
• Excellent communication and negotiation skills; sharp business acumen and ability to build winning partnerships with senior leaders, P&C Business Partners, and other internal stakeholders
• Passion for helping people learn and grow
• Knowledge of effective learning and development methods

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