Leadership Experience and Adoption Partner

CSC•Wilmington, NC

2d•Hybrid

About The Position

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.

Requirements

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

Responsibilities

Own adoption of leadership learning
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 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
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
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