Principal, Leadership Capability

This is a rare opportunity to shape the next generation of leadership capability in a complex, global organization – and to do it from the ground up. As part of the Leadership Capability & Learning Center of Excellence, this role serves as the diagnostic and design engine of our leadership development system. The Principal is responsible for identifying the leadership capability gaps that matter most to business performance, translating those gaps into clear behavior targets, and designing practical development experiences that drive real and measurable behavior change. This is not a role for someone who delivers programs that already exist. It is a role for someone who figures out what the organization actually needs — and then builds it. Every experience this role designs is grounded in diagnosis, anchored to our Leadership Expectations Framework, and built with measurement in mind from the very first conversation. You will work closely with Talent Management, Organizational Effectiveness, and HR Business Partners to read organizational signals, form a point of view on what must change, and build leadership experiences that connect directly to business outcomes. You will also collaborate closely with the Senior Manager of Leadership Growth & Enablement, whose work governs the infrastructure of how leaders move through the development ecosystem. Together, these two roles form the architecture of the COE — one diagnosing and designing, the other governing and sequencing. This role is for a builder and a thinker. Someone who is as comfortable forming a point of view in ambiguity as they are translating that view into something a leader can use on Monday morning. Here you can: Diagnose Leadership Capability Needs The most important thing this role does is form a clear, evidence-based point of view on what is actually getting in the way of leadership effectiveness at UDX. That requires more than gathering data – it requires synthesizing signals into a prioritized perspective and making a call. Partner with Talent Management, Organizational Effectiveness, and HR Business Partners to interpret organizational signals — including talent review data, employee engagement results, leadership performance indicators, and business outcomes — and identify where leadership capability gaps are costing the organization most. Use the Leadership Expectations Framework as a diagnostic lens, identifying which specific are most critical to strengthen given current business priorities. Translate diagnosis into a clear capability priority: not a list of everything that needs to improve, but a defensible point of view on what must change first and why. Bring capability priorities to life for leaders and stakeholders in ways that are practical, business-relevant, and free of unnecessary jargon — making the case for why this work matters in terms the business actually cares about. Design, Build & Bring to Life Leadership Development Experiences This role designs development experiences that are modern, practical, and built to drive behavior change, not just awareness. Measurement is not an afterthought here. It is a design discipline. Before anything is built, this role defines what behavior change looks like, how it will be assessed, and what business outcome it is intended to move. Design leadership development experiences grounded in learning science and adult learning principles, with a relentless focus on practical application over theoretical knowledge. Build measurement architecture into every experience from the outset, defining success metrics, behavior change indicators, and business linkages before design begins, not after delivery ends. Rapidly prototype and pilot solutions, gathering feedback early and iterating quickly rather than waiting for perfection before launching. Co-create learning experiences with leaders, ensuring that what gets built reflects real leadership challenges, earns leader ownership, and lands as relevant rather than as an HR initiative. Ensure every experience connects to and builds upon other elements of the leadership development system — coaching, assessments, onboarding, HiPo programming — rather than functioning as a standalone event. Facilitate leadership development sessions, forums, and peer learning experiences when appropriate, creating conditions for honest reflection, meaningful dialogue, and behavior change that leaders can apply immediately. Integrate AI and learning technologies to enhance development experiences, extend learning beyond formal sessions, and scale capability building across a global, complex organization. Measure Impact & Continuously Evolve the Work This role takes ownership of demonstrating that leadership capability investment is moving the business forward — not through participation counts or satisfaction scores, but through evidence of behavior change and organizational outcomes. Track and report on the metrics defined during the design phase, assessing whether leadership behaviors are shifting and whether those shifts are connecting to the business outcomes they were designed to influence. Use measurement insights to continuously refine experiences — killing what is not working, strengthening what is, and evolving the portfolio over time as organizational needs shift. Build a body of evidence that the COE can use to demonstrate value, inform future investment decisions, and make the case for why leadership development is a business imperative, not a nice-to-have. Understand and actively participate in Environmental, Health & Safety responsibilities by following established UDX policy, procedures, training, and team member involvement activities. Perform other duties as assigned.