People Like Us: What It Takes To Make It In Modern Britain [Book Review]

In the UK there’s a word that gets ignored a lot when it comes to Diversity and Inclusion

That word is Class.  Even the legislation pretends it’s not an issue

This week, we’re reviewing a book that believes it is an issue

Get your pen and paper ready because we’re reviewing People like us: What it takes to make it in modern Britain  by Hashi Mohammed

This is a book about class and social mobility; two closely related concepts that are talked and also not talked about in the UK

This is the tenth book that we’ve discussed in our Book Club.  This is our final Book Club of 2020;

In todays show we discuss several things including:

  • Two types of Social Mobility you need to understand
  • The relationship between Social Mobility and Social Capital
  • The Models of Social Mobility that you didn’t realise you knew and much more

Here’s some of what I share in the show

Social Mobility is difficult but possible

“A premise of the book is that the author is stating his experiences to inform and inspire others. It’s intended as a case study to say it’s not easy but it’s possible”

Social Mobility takes Social Capital and Cultural Capital

“It could be argued that social mobility is a journey of acquiring social capital and cultural capital; this book is how and why you should accumulate social capital and cultural capital to become socially mobile”

Social Mobility takes Confidence and Competence

“Enjoyable, entertaining and also frustrating ; it describes confidence as a quality that can be learned and developed but also it’s not always justified”

SHOWNOTES

Letter from Dame Martina Milburn to the Prime Minister

Alan Milburn on quitting social mobility commission

People Like Us: What it Takes to Make it in Modern

The Elements of Inclusion #4

Leaders must collaborate innovatively to leverage cultural expertise and drive business performance.

  • Why inclusive outcomes are driven by innovation
  • How developing a business case for diversity and inclusion specific to your organisation is a competitive advantage
  • Why novelty is at the heart of your inclusion journey

The Elements of Inclusion #3

Leaders must establish systems to ensure that everyone shares the same advantages and benefits. These processes will create incentives for inclusive behaviours.

  • How to augment your team with the tools and insights they need to prevent structural disadvantage
  • Why reinforcing generative norms ensures everyone belongs in the organisation
  • How inclusive representations can be embedded to promote an inclusive culture

The Elements of Inclusion #2

Leaders must redefine career development relationships to support inclusive performance.
  • Why traditional mentor relationships must be revised for an inclusive workplace
  • How leaders must embrace networks of developmental relationships for individual growth
  • Why established workplace norms must evolve for inclusion in the modern workplace

The Elements of Inclusion #1

Leaders must properly socialise people and socialise inclusive ideas by providing an environment for the cultural learning needed for an active role in an inclusive organisation

  • How your socialisation processes must evolve to encourage the sustainable cultivation of inclusive competencies
  • Why Leaders must consistently negotiate the line between organisational commitment and personal authenticity to promote performance
  • How developing intersectional self awareness can help leaders to leverage individual employee experiences