Leadership
Manage differences
When representation rises and the promotion table does not move, read the conditions under which diversity pays off, make differences discussable, and change how work is assigned and who gets sponsored.
Your learning route
The program order
Complete the programs in order to finish the route. Each one brings short lessons, applied practice and a realistic business case together.
Plus and Pro members can create a verifiable Stratify certificate when the route is complete.
- Program 01
Read the conditions of difference
Foundational: you learn to read the conditions under which diversity turns into performance and the conditions under which it does not. By the end of this program you can show why the simple business case for diversity falls short, tell first-generation discrimination apart from second-generation discrimination, and diagnose the descriptive and prescriptive components of a stereotype.
- Diversity alone does not produce profit
- Social identity and stereotypes
- Where good intentions stop
Apply it: Closing case: the numbers look good
4 lessons · ≈3 hours
- Program 02
Make differences discussable
Intermediate: you learn to build the frame that turns difference from a problem to manage into a resource a team learns from. By the end of this program you can tell the three diversity perspectives apart, respond in five steps when you notice an identity abrasion, and read tokenism as a structural consequence rather than a personal failing.
- The three diversity perspectives
- Tokenism and identity abrasions
- Leadership identity and style
Apply it: Closing case: what the meeting notes never changed
4 lessons · ≈3 hours
- Program 03
Change the structure and how people are mentored
Advanced: you learn how to change structure, culture and developmental relationships where good intentions stop working. By the end of this program you can map the split between housework and glamour work, pair mentorship with sponsorship, diagnose mechanisms such as the flexibility stigma and the motherhood penalty, and show that an organization's tolerance for harassing behavior is the strongest predictor of harassment.
- Housework and glamour work
- Work and life: stigma and penalty
- Changing structure and culture
Apply it: Closing case: rebuilding the program
4 lessons · ≈3 hours