The Model Black

The Model Black Plot Summary

Introduction

When Barbara Banda entered the meeting room at her corporate office, she instantly noticed she was the only Black person there. Despite her senior position and extensive qualifications, including five degrees, she felt a familiar pressure to calibrate her behavior. Should she speak up forcefully on the issue at hand, risking being labeled as "aggressive"? Or should she soften her approach, potentially undermining her authority? This silent calculation, which she calls "SCANning," had become second nature—an invisible tax she paid daily as a Black leader in a predominantly white workplace. This powerful exploration of Black British leadership reveals the unseen challenges faced by Black professionals as they navigate corporate Britain. Through candid interviews with 30 successful Black leaders, the author uncovers the common attributes and behaviors that enable their success despite systemic barriers. The research identifies the "Model Black" profile—a set of strategies Black leaders adopt to thrive in environments not designed for them. From "squaring" (adjusting behaviors to fit white middle-class norms) to "self-silencing" (carefully choosing when to speak about racial issues), these leaders share intimate insights about balancing authenticity with career advancement. Their stories illuminate not just individual journeys but offer a framework for understanding inclusion that benefits all workplace participants, creating spaces where differences are valued rather than merely tolerated.

Chapter 1: Owning Blackness: The Journey to Self-Disclosure

"I've never seen you as black," said Tony, a long-standing white colleague of Barbara's. They had known each other for years, but this was the first time Barbara had ever mentioned her race in their conversations. Her response was simple but profound: "Why not? I am black." This exchange marked a pivotal moment in Barbara's professional life—the beginning of her journey toward "self-disclosure," acknowledging a part of herself that had always been visible but rarely discussed in professional settings. For Barbara, a successful academic with multiple degrees including an Oxford doctorate, this was the first time she had broken the unspoken rule of being what she calls a "black professional" rather than a "professional black." The distinction is crucial: the former downplays racial identity to navigate white spaces safely, while the latter foregrounds it, sometimes at significant professional risk. She reflected on the earlier stages of her career when correcting a manager's inappropriate language earned her the nickname "PC Banda" and a warning that speaking up about race would make colleagues reluctant to work with her. Many Black leaders interviewed for the book shared similar experiences of carefully managing their racial identity at work. They described the exhaustion of constant vigilance—weighing every word, monitoring their tone, and adapting their presentation to avoid triggering negative stereotypes. One executive explained how she spent years in corporate environments where she never discussed race with colleagues, despite experiencing microaggressions almost daily. Another described the relief of finally reaching a position senior enough to speak more openly about his experiences as a Black man. This journey of self-disclosure carries both liberation and risk. As one leader put it: "Once you've talked publicly about your race, you cannot pretend you haven't done it. There is no going back." This may result in certain doors closing forever, though new ones might open. The author notes that in writing this book, she too has "outed herself as black"—sharing her experiences in a way that makes her vulnerable but also potentially healing, both for herself and others seeking to understand the complex terrain of race in the workplace. What emerges from these stories is a profound tension between authenticity and survival. Black leaders develop sophisticated strategies to navigate workplaces where their race is simultaneously hyper-visible and invisible—seen enough to be judged by stereotypes but not enough to be truly acknowledged. The journey toward self-disclosure represents not just personal growth but a potential shift in how organizations approach inclusion: moving beyond superficial diversity to creating environments where everyone can bring their full selves to work.

Chapter 2: SCAN and Jolts: How Black Leaders Navigate Daily Microaggressions

Derek Bruce, a head of leadership development at an international technology company, recalled walking confidently toward the business class queue at the airport. As a frequent traveler, this was routine for him, yet each time he approached the line, he would notice the looks and glares from other passengers. People would often cut in front of him, apparently assuming he wasn't supposed to be there. "I've had that numerous times, where it's like, 'Are you sure you are in the right place?'" he shared. "It's that reminder that 'you are traveling with us, but you are not one of us!'" This experience represents what the author calls a "Jolt"—a sudden, unexpected moment that abruptly reminds Black professionals of their difference in white spaces. Grace Ononiwu, CBE, described another form of Jolt: returning to the UK after giving a prestigious lecture in East Africa where she had been treated "like royalty," only to be immediately racially profiled by customs officers at Birmingham Airport. Despite explaining she had traveled on behalf of the Director of Public Prosecutions, the initial interaction was based solely on her being a Black woman. For Black professionals, navigating these jolts requires a sophisticated internal process the author terms "SCAN"—Situation, Confirm, Analysis, and Next steps. When faced with a potentially racist comment or action, they must quickly assess: What exactly happened? Did I really hear/see that correctly? How significant is this? And finally, how should I respond? This entire mental calculation often occurs in seconds, while maintaining complete composure. One leader described being in a client meeting where a colleague later dismissed her presence as merely adding "diversity," undermining her professional contribution. Another recounted being asked if he was "the cleaner" despite being dressed in business attire. These experiences accumulate over time, creating what researcher Dr. Arline Geronimus called "weathering"—the physical and psychological toll of constantly managing racial stress. The research reveals that Black bodies may age faster than their chronological age due to this ongoing vigilance. As one interviewee explained, "You're wearing an additional layer of armor each day... preparing to run a marathon" while white colleagues face no such burden. What makes these jolts particularly insidious is their unexpectedness. Black leaders may be absorbed in their work, momentarily forgetting their "difference," when suddenly they're shocked back into awareness by a comment, a look, or an assumption. The constant context-switching between professional tasks and racial navigation extracts a mental tax that their white counterparts never have to pay, creating an uneven playing field regardless of qualifications or capabilities. Yet these successful leaders have found ways to transform this challenge into a source of heightened emotional intelligence and strategic thinking, skills that ultimately contribute to their effectiveness as leaders.

Chapter 3: The Model Black Profile: Nine Attributes of Successful Black Leaders

Through extensive interviews with 30 successful Black British leaders, a clear pattern emerged of the characteristics and strategies that enabled their advancement in predominantly white organizations. The author terms this the "Model Black" profile—a combination of nine key attributes that Black professionals cultivate to navigate organizational cultures not designed with them in mind. At the core of this profile is a strong sense of identity. Patricia Miller, OBE, Chief Executive of Dorset County Hospital Foundation Trust, described how a long visit to Barbados at age 17 profoundly influenced how she saw herself. Metropolitan Police Superintendent Robyn Williams recalled a program she attended with pan-Africanist Len Garrison that "changed the way that I walk. It lifted my self-esteem. It opened me up to a history that I had never been shown or understood." This foundation of knowing who they are allows Model Black leaders to recognize acts of racism without being destabilized by them. The Model Black also possesses high emotional intelligence, demonstrating remarkable self-awareness and empathy. One female leader described spending two evenings carefully crafting her response to Black Lives Matter events, deeply concerned about how her white colleagues might feel if she expressed her emotions too directly. This heightened sensitivity to others' potential discomfort represents a level of emotional labor that white professionals rarely need to perform. Related to this is their ability to respond effectively to "white fragility"—the defensive reactions white people often display when their assumptions about race are challenged. Other critical attributes include being part of a strong, reliable Black community for support, demonstrating extraordinary resilience, and being strategic about career planning. As one leader explained, "You need to have a proactive approach to personal development and promotion. These are not things that should be left to chance." Many emphasized the importance of finding mentors and sponsors, particularly as Black people often lack the established networks their white counterparts inherit. Perhaps most tellingly, the Model Black accepts they must perform better than their white counterparts just to be considered equal. Grace Ononiwu described being overqualified for every role she applied for, while others spoke of "knowing that they would never be able to drop the ball and get away with it." The spotlight is always on them, creating immense personal pressure. As one recruitment professional put it, "You've just got to be on point with absolutely everything." These attributes represent both a triumph of human adaptability and a troubling indictment of workplace inequality. While the Model Black successfully navigates systems not designed for their success, this navigation comes at a significant cost—physical, emotional, and spiritual. The energy expended on these strategies is energy diverted from innovation, creativity, and the full expression of talent. Organizations that truly value inclusion must recognize this hidden tax and work to create environments where such exhaustive self-regulation becomes less necessary for success.

Chapter 4: Squaring, Self-Silencing, and Softening: Strategic Behaviors for Survival

"I've managed to almost maneuver and learn how to work in a white environment and understand the white culture," Derek Bruce explained, "but to that point, I lost a lot of my black culture. That is one huge regret I have in terms of being able to work so well in a certain culture, but I kind of lost friends, people I've known because I didn't ever spend time with them." This poignant reflection captures the essence of what the author calls "squaring"—the first of three core behavioral strategies employed by the Model Black. Squaring involves assimilating into white middle-class norms while simultaneously playing down aspects of Blackness. One executive described how he meticulously studied rugby, despite finding it boring, just to have something to discuss with colleagues on Monday mornings. Another leader who found herself working with women who had attended elite private schools bought books on etiquette and studied them for hours to understand the expected behaviors. This process requires tremendous energy, particularly for those with fewer points of cultural overlap with their white colleagues. The second critical strategy is "self-silencing"—the calculated decision not to respond to racially offensive comments or behaviors. A recruitment consultant shared how a white graduate trainee told her to "go back to where you came from" during a workplace interaction. When she reported this to her director, she was made to feel like she was the problem for raising the issue. Her white colleagues who had promised to support her were silent. "All I did by complaining was expose myself and give myself more stress and trauma," she concluded. "It would have been better to just leave it." The third strategy, "softening," involves deliberately minimizing aspects of oneself that might trigger negative stereotypes. Black men described lowering their voices and adopting collaborative, non-threatening leadership styles. "You definitely have to take the bass out of your voice," one young professional noted. Black women spoke about carefully modulating their assertiveness to avoid being labeled as "angry." One leader recounted watching a white female colleague scream at a CEO, who later called to say he "enjoyed having a challenging conversation." She observed, "A black woman would never keep her job if that happened." These three behavioral strategies—squaring, self-silencing, and softening—create a complex dance that Black leaders must perform daily. The Model Black calibrates these behaviors depending on context, audience, and personal calculation of risk versus reward. As one leader put it, "Every day you're coming up with this drama performance piece." This performance isn't about deception but survival—a sophisticated adaptation to environments where authentic expression might come at too high a professional cost. The tragedy is not just personal but organizational—companies lose access to the full range of perspectives, insights, and leadership styles that their Black employees could offer in more inclusive environments. While these strategies have proven effective for individual advancement, they reflect a system that still values conformity over true inclusion, ultimately limiting both human potential and organizational innovation.

Chapter 5: The Black Tax: Emotional Labor and Weathering in Corporate Spaces

"If you joined the Black employment group, great, be a part of that network, but that network isn't going to get you to the C-suite," advised one senior executive in technology. This statement captures the complex relationship many Black leaders have with corporate diversity initiatives—recognizing both their value and their limitations. While such networks provide crucial support, they can also impose what many interviewees called the "Black tax"—the additional emotional and physical toll Black professionals pay for their seat at the table. One young professional described how, after George Floyd's murder, his company's Black network transformed from a supportive social group into an outward-facing entity expected to educate white colleagues and develop diversity initiatives—all unpaid labor on top of his regular responsibilities. Another leader shared how a white acquaintance texted her on a weekend asking for resources about racial justice. She spent her personal time gathering information, only to receive no acknowledgment when she sent it. "As a white man, my colleague had the luxury of being able to dip into issues of race and politics on a Saturday afternoon and then forget about it," she observed. This invisible labor extends to the daily psychological effort of navigating white spaces. One leader described the constant mental calculation required when entering meetings: Should I speak up forcefully, risking being seen as aggressive? Or should I hold back, potentially being viewed as not contributing enough? Another mentioned the exhaustion of always being "on"—perfectly dressed, unfailingly polite, endlessly patient when explaining cultural differences, all while performing at a higher standard than white colleagues just to be considered equal. The cumulative effect of this tax manifests physically in what researchers call "weathering"—the premature aging and health deterioration experienced by Black people due to chronic stress. Dr. Arline Geronimus's research suggests this phenomenon helps explain why Black people may develop health problems earlier than their white counterparts of similar socioeconomic status. Several leaders interviewed mentioned health challenges they attributed to years of navigating racial dynamics in the workplace. Perhaps most costly is the tax on authenticity—the parts of themselves Black leaders feel they must leave at home. "I don't bring my whole self to work just like lots of people of color don't bring their whole selves to work because it's not welcome and because it's not understood," explained Patricia Miller. This withholding represents not just a personal loss but an organizational one—companies miss out on the full range of perspectives, cultural insights, and leadership approaches their Black employees could offer. The response of successful Black leaders to this tax is not victimhood but strategic adaptation. They recognize these additional burdens as part of the current reality while working toward a future where such adaptations become less necessary. Their stories offer both inspiration through their resilience and a challenge to organizations: How much talent and potential remains untapped because of energy diverted to navigating these invisible barriers? The most forward-thinking companies are beginning to recognize that addressing the Black tax isn't just fair to their employees—it's essential to fully leveraging the diversity they claim to value.

Chapter 6: Beyond Diversity Initiatives: Creating Space for the Middle Black

"You can't say 'I'm not racist because I have a black friend.' Get to know that black person, be curious about that particular person that you're dealing with, and know them," advised Irene Poku, a former senior scientist in pharmaceuticals. Her statement cuts to the heart of what meaningful inclusion requires—moving beyond symbolic gestures to genuine understanding and relationship-building. The author describes a transformative interaction with her Dutch friend Carry, who once brought her chocolates depicting Black Piet (Zwarte Piet), a controversial character in Dutch Christmas traditions often portrayed in blackface. When the author gently explained why this character might be considered offensive, Carry initially felt shock, anxiety, and confusion. However, the conversation prompted her to research the character's origins and later support calls for changing the tradition. This experience demonstrates what the author's brother, Professor Robert Beckford, calls a "conversion experience"—a profound shift in understanding that goes beyond intellectual knowledge to emotional commitment. This type of transformative understanding requires what the author terms a "consequential transition"—a conscious, reflective struggle to make sense of experiences that ultimately changes how one sees themselves and others. For white colleagues, this might mean recognizing themselves as "racialized as white" and understanding the advantages this confers. It requires moving from merely "doing" inclusive behaviors to "being" inclusive at a deeper level. The research suggests that between the "Model Black" (who adapts to succeed in white spaces) and the "Activist Black" (who consistently speaks truth to power regardless of consequences) lies a promising middle ground—the "Middle Black." This approach allows Black professionals to strategically choose when to conform and when to challenge, maintaining authenticity while still advancing professionally. As Robert Beckford explains, "What that means is, the middle black people will be your best allies... They can bring the people with them, as well as speaking truth to power." Organizations seeking to move beyond superficial diversity initiatives would benefit from creating space for this "Middle Black" approach. This means going beyond unconscious bias training (which research shows has limited effectiveness when done in isolation) to addressing systemic issues in recruitment, promotion, and organizational culture. It requires recognizing the "black tax"—the additional emotional labor Black employees perform—and compensating this work rather than treating it as an expected donation. Most importantly, it demands seeing color rather than ignoring it. When white colleagues say, "I don't see you as Black," they often mean well, but as one leader explained, "When you say that, it means you don't see my difference, and the value that I bring because I'm different." True inclusion honors difference rather than erasing it, creating spaces where everyone can bring more of themselves to work without sacrificing their advancement or well-being.

Chapter 7: White Allyship: From Doing Inclusion to Being Inclusive

"I said to people in the National Health Service, 'I can provide some guidance on what needs to change, but the power to change it sits with our white communities,'" shared Patricia Miller, OBE. "That's the biggest message I think they need to hear is the solution actually sits with them. We can advise, but they need to do the work. Until that starts to happen, nothing will change." This sentiment echoed throughout the interviews—meaningful change requires white colleagues to move beyond passive support to active allyship. One leader described a senior partner in a global services company who took his three new Black trainees to dinner in Tottenham, London—a predominantly Black area far from his comfort zone. By reversing the usual dynamic where minorities must adapt to majority spaces, he demonstrated genuine curiosity about their experiences. The evening transformed perceptions on both sides, building trust that could eventually create space for honest conversations about race in the organization. Effective allyship begins with education—not expecting Black colleagues to be unpaid teachers but taking initiative to understand Black history and experiences. David Lammy, MP, emphasized the importance of using privilege constructively: "Use your power. Particularly if you're male, upper class and white. Don't give me this bullshit around meritocracy, because I've met so many white men, upper-middle-class men, who have no idea they didn't get there on merit." The research revealed specific actions that make a difference: First, recognizing and leveraging advantages—white colleagues can sponsor Black talent, recommend them for projects, and amplify their voices in meetings. Second, building relationships based on mutual curiosity—moving beyond politeness to genuine interest in different life experiences. Third, understanding what behaviors might not be acceptable—learning to recognize microaggressions like telling a Black colleague "you speak such good English" or "I don't see color." Perhaps most critically, allies must be willing to "call out" or "call in" problematic behaviors. "Maybe I have been unlucky, but I have never been in a situation where a white colleague has spoken up for me," one leader shared. "When something inappropriate is said, there is silence or laughter, nothing in between." The author introduces the OPEN framework for responding in these moments: Observe what's happening, gain Perspective by connecting it to what you know about Black experiences, Engage appropriately in the moment, and determine what to do Next. True allyship goes beyond performative actions to what one leader called "a psychic conversion to equality"—a fundamental shift in how one sees the world and their place in it. This deeper transformation occurs when white colleagues move from intellectual understanding to emotional commitment, recognizing that creating truly inclusive environments benefits everyone, not just minorities. As Paul Cleal, OBE, observed, "People aren't actively excluding people, not consciously necessarily, but the behaviors and what they expect of people, thus, by implication, they're excluding people." The future of inclusion lies not in perfecting diversity metrics but in creating spaces where differences are truly valued rather than merely tolerated. This requires organizations to address systemic issues while simultaneously encouraging the personal growth that allows all employees—regardless of background—to bring their authentic selves to work and contribute their unique perspectives to shared goals.

Summary

The journey of Black British leaders reveals profound resilience in the face of daily challenges invisible to their white counterparts. Through the intricate dance of "squaring" their behavior, "self-silencing" in response to microaggressions, and "softening" aspects of themselves that might trigger negative stereotypes, these professionals have mastered navigation of spaces not designed for their success. Yet this mastery comes at a significant cost—the "weathering" effect on physical health, the emotional labor of constant vigilance, and the untapped potential of authenticity left at home each morning. As one leader poignantly observed, "I don't bring my whole self to work because it's not welcome and because it's not understood." The path forward offers hope through what the author calls the "Middle Black"—a balanced approach that allows strategic authenticity while still enabling professional advancement. This future requires commitment from both Black professionals and their white colleagues. For individuals seeking to be allies, the journey begins with education, curiosity, and willingness to leverage privilege constructively. Organizations must move beyond superficial diversity initiatives to address systemic barriers in recruitment, promotion, and culture. Most importantly, we must challenge the notion that inclusion means color-blindness. True inclusion sees and values difference rather than erasing it, creating spaces where everyone can thrive without exhaustive self-regulation. As we work toward this vision, we honor not just the struggles of those who have navigated difficult terrain, but also the extraordinary insights their journeys offer about leadership, resilience, and the human capacity for growth in the face of adversity.

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Barbara Banda

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