This chapter explores leveraging marginalized identities at work—the process through which resourceful employees can draw on their marginalized (i.e., historically underrepresented and/or lower status) social identities as sources of strength in organizations. Recent qualitative research (Cha and Roberts, Organization Science 30:735–760, 2019a; Harvard Business Review, 2019b) uncovered specific identity mobilization tactics that marginalized group members can use to make progress toward important workplace goals—building relationships with their colleagues, doing quality work, and constructing a positive image. Doing so also requires individuals to manage risks associated with these tactics (identity mobilization tensions) that can cause stress and strain. The novel framework that emerged from this research may be a powerful tool for helping employees to achieve their full potential at work and for helping organizations to capitalize more fully on the potential advantages of diversity. After reviewing this research, we discuss three approaches for building the capability of organizations and their members to mobilize employees’ marginalized identities in generative ways.