Senior Manager - Leadership Development

The Senior Manager, Leadership Development owns the leadership curriculum end to end  from identifying what leaders need, to designing the programs that build it, to standing in the room and delivering it personally. This is a design-and-delivery role, not a design-only role: the Senior Manager is expected to facilitate sessions and coach business leaders directly, not simply commission others to do it. The role also owns training needs analysis (TNA) for the leadership pillar, working directly with business leaders to identify capability gaps rather than relying on a separate analytics function. Depending on the department's operating model it may also directly line manage a small number of reports. KEY RESPONSIBILITIES Leadership framework & curriculum design •    Design and evolve the leadership development framework and curriculum spanning frontline supervisors through senior leaders. •    Translate business priorities and future skills needs into concrete program design decisions, in partnership with the Director. •    Build and run interventions using methodologies proven to drive behavioral change, including digital, blended, and experiential formats. •    Scan industry shifts, technology, and emerging leadership practices to keep the curriculum current and competitive. Training needs analysis •    Own training needs analysis (TNA) for the leadership pillar  identifying leadership gaps and future capability requirements directly with business leaders. •    Prioritize which capability gaps get addressed first based on business impact and urgency. •    Feed TNA findings back into the leadership framework and curriculum roadmap. Personal training delivery & coaching •    Personally deliver leadership training sessions across levels  stay hands-on in delivery, not only design. •    Personally coach business leaders as part of the department's coaching culture. •    Structure and scale the internal coaching culture, including coach selection criteria and coaching standards. •    Select and manage external facilitators, content providers, and assessment tools when specialist delivery is required. Capability building •    Build leadership development capability within HR Business Partners and Line Managers so expertise scales beyond the central team. •    Design train-the-trainer approaches so select content can be co-delivered by capable Line Managers.