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What You'll Learn

Make the business case for inclusion with numbers
not values statements
and get it past a sceptical executive,Read a culture map and predict where a global team will misunderstand each other before it happens,Give feedback that lands in a culture where direct criticism is an insult
and receive it where praise means nothing,Run a meeting in which the quiet people and the non-native speakers actually contribute,Switch leadership style for the person in front of you rather than defaulting to the one that suits you,Recognise your own emotional patterns
and the effect they have on people who read them differently,Handle conflict in a diverse team: causes
escalation
prevention
negotiation and mediation,Design and evaluate inclusion training that changes behaviour instead of ticking a compliance box,Learn alongside Mikes 1.6 million students from 185 countries,Get the authors experience from Preply
Wargaming
iDeals and Alfa-Bank

Requirements

You need a team
or contact with one. This is about behaviour
and behaviour needs people,No DEI background required. Everything starts from definitions,Openness to finding out that some of your habits read very differently to others,English at intermediate level or above
since all lessons are in English,Ideally some experience of working with people from another country or culture
even remotely

Description

This course contains the use of artificial intelligence.

The first sign that you are not leading a diverse team well is that the meetings are quiet and you think it means agreement.

Nobody tells you. That is the whole problem — the feedback you would need in order to fix it is exactly the feedback the situation prevents.

What goes wrong, specifically

Your direct approach reads as aggression to half the team. Your praise reads as insincere to the other half. The people who speak most in meetings are the ones who are culturally comfortable speaking most in meetings, and you have started mistaking that for competence. A conflict has been running for two months in a form you do not recognise as conflict. And the inclusion training you commissioned was well received, changed nothing, and cannot be evaluated because nobody defined what it was supposed to change.

None of this comes from bad intent. It comes from running a diverse team with a management style built for a homogeneous one.

What the course covers

Forty lessons in six parts. Inclusion first, with the business case you can put in front of a sceptical executive, plus bias, discrimination, and how to design and evaluate training that changes behaviour. Then cultural intelligence: the map of cultural differences, high and low context communication, feedback across a culture line, negotiation, power distance, decision making, and the fact that time itself means different things in different places.

The part most courses leave out

Then emotional intelligence, eight lessons of it, because reading a room you did not grow up in starts with reading yourself. Then leadership behaviour: styles matched to people rather than to your preference, motivation, coaching, team development stages, and the difficult conversations including the toxic hire.

Then facilitation, which I consider the most underrated inclusive leadership skill there is. A leader who can run a session where the quiet ones contribute has solved more of this than any policy will. And finally conflict — causes, escalation, prevention, negotiation, mediation.

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, a company with employees across dozens of countries, and worked at Wargaming, Alfa-Bank and iDeals. My students come from 185 countries, which has corrected a number of my own assumptions.

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

A word before you start

This subject attracts two bad reactions: treating it as a compliance obligation, and treating it as a moral test. It is neither. It is a skill set, it is learnable, and the teams that have it make better decisions. Enrol now and start the first lesson today.

Who this course is for:

Managers of teams spread across countries who suspect the silence in meetings means something,Team leads whose team became diverse faster than their management style did,HR and L&D professionals building inclusion programmes that have to survive an audit and a cynic,DEI practitioners who need the leadership behaviour layer
not another policy,Emerging leaders preparing for a first global or cross-cultural role,Founders hiring internationally for the first time,Anyone who has watched a perfectly reasonable message land as an insult and not understood why