This course contains the use of artificial intelligence.

Almost nobody sets out to run an unethical organisation. They set out to hit a number, and the culture quietly decides what people are willing to do to hit it.

By the time something indefensible happens, dozens of people knew and none of them thought it was their job to say so.

How this actually goes wrong

The values are on the wall and describe nobody's behaviour. Nobody can name what the company would refuse to do for revenue. The inclusion programme is a training session that people sit through and forget. Risk is treated as a finance topic, so the human failures — bias, conflict of interest, a senior team that has stopped disagreeing with each other — are invisible until they are expensive.

And the manager in the middle of this has good intentions and no method.

Culture and inclusion as systems

Thirty-six lessons. Six on culture first: whether it can be designed at all, the eight-step model from behaviour through rituals to accountability, describing culture as observable behaviour rather than as adjectives, hiring for fit without hiring for sameness, launching it, measuring it, and the seven elements of a culture that works, with cases from Netflix, Tesla, Starbucks, Miro and Basecamp.

Then six on diversity and inclusion built as a programme rather than a session: the commercial and legal case, prejudice and discrimination as subjects you can actually teach, needs assessment and design, delivery tactics including role-play and facilitation, evaluation models, and working with minority groups.

People risk and the leader who carries it

Then ten on human risk, which is the part most ethics training omits entirely. Heat maps, the fraud triangle, the safety triangle, cognitive bias and conflict of interest, the 4I model, ISO 31000 applied to people, the warning signs inside a senior team, how culture either contains risk or manufactures it, the three lines of defence, a decision-making checklist, and where personal accountability actually begins.

Then eight on emotional intelligence, because none of the above survives a leader who cannot read a room. Resonance, energising rather than draining people, the components of emotional intelligence, empathy-based coaching, the ideal self, shared vision, and how a person genuinely changes.

And six on communication, since a value that was never communicated properly does not exist — audit, behaviour-focused goals, audience segmentation, channels, delivering unwelcome news, and measuring whether conduct changed.

Who is teaching this

Mike, the number one HR instructor on Udemy. More than 1.6 million course enrolments, over 150,000 professionals trained, PHRi and SHRM-CP certified, HRCI representative in more than 10 countries. I built the people function of the unicorn Preply and worked at Wargaming, Alfa-Bank and iDeals. I have also sat in rooms where the wrong decision was obvious to everyone and nobody said it, which is the situation this course is really about.

What is included

• Lifetime access to all course materials

• Active instructor support in the Q&A section

• Udemy Certificate of Completion

• Practical assignments and real business cases

• A section with additional courses, tools and resources

Try this

Write down one thing your organisation would refuse to do for a large amount of money. If you cannot name one, or if you can and are not confident it is true, that is the gap. Enrol now and start the first lesson today.