The Only Black Executive in the C-suite: Balancing Leadership, Advocacy and Boundaries (Part 3)

Imagine this scenario: you, a Black professional, recently appointed to a company's Executive Board. You might be in a C-suite role, a Chair, a Non-Executive Director or a Trustee.??

The unique aspect???

You’re the only Black person in the room. Your credentials are unquestionable, but you have an unspoken expectation to champion anti-racism and “tell the company what they should or shouldn’t do.” This expectation isn't part of your official role, but you can feel how colleagues or peers turn to you whenever race is mentioned.?

The boardroom is a space of influence, power, and decision-making, where an organization’s most pressing issues—strategy, ethics, governance, and culture—are discussed. But for you, it presents a unique tension.??

On one hand, there’s the opportunity to influence the organisation’s stance on racial equity at a fundamental level (if you believe this is an area that the business should address, we are making no assumptions here just because of your race and/or ethnicity); on the other, there’s the risk of being seen only as the “face” of anti-racism, rather than as one of the leadership participants responsible for shaping broader strategic priorities.??

Each meeting becomes a balancing act - how do you advocate for meaningful change without being pigeonholed as the board’s racial equity spokesperson? And, perhaps more importantly, how do you protect your peace, preserving your own well-being and sense of self in a space that may not fully understand the depth of the issues you’re confronting as individual also impacted by these issues??

Your role is to challenge, oversee, and ensure accountability. Still, even this can feel isolating and overwhelming, especially when you’re one of the few - or the only one - expected to raise issues others may feel uncomfortable addressing. From establishing boundaries to demanding transparency, let’s look at how you can make a meaningful impact without losing yourself.?

Governance as it relates to anti-racism?

While governance and management might seem similar, they have fundamentally different functions, and it's no different when it comes to addressing systemic racism within an organizational context. Governance involves oversight, strategic direction, and setting the organisational “tone from the top.” Conversely, management is responsible for operationalising these directives - implementing, managing, and sustaining initiatives on the ground.?

For Black executive professionals, this distinction is more than semantics. It means that your influence is primarily on the cultural and ethical foundations of the organisation, impacting how anti-racism policies are envisioned but not always how they’re executed. This strategic distance can be empowering, allowing for bold vision-setting. But it can also be frustrating if boardroom dynamics don’t fully support the cause or the discomfort is so acute that there is radio silence whenever the topic is raised.?Should you be the one to raise it that is...

Here are some helpful do's and don'ts to help you navigate anti-racism within a governance framework without having to take on the full responsibility or feel like you must act as the unofficial spokesperson for ‘race’.?

1. Reflect (deeply) on your personal relationship with race?

Do take time to reflect on your own beliefs and experiences with racism and consider how it may have shaped your leadership style. Some leaders categorically avoid discussing racism, believe they have never experienced it, think it can be overcome solely through the right attitude and a strong work ethic or just feel it is divisive to talk about it. Therefore, I do not assume that all Black leaders feel that addressing racism should be a priority or that action is necessary.?

Don't assume that your own experiences are universal, especially when it comes to managing other Black colleagues who may have a different perspective than you. I have seen Black leaders dismiss the realities and perspectives of colleagues who openly share their experiences with racism – there are a lot of reasons for this. No, it’s not always because they have never experienced it. ?

Be mindful of the "reward" dynamic that can emerge when white peers validate your views (when you assert that you've never been a victim of racism for example) and praise your ability to "not be constrained by race". Holding perspectives that white people find more comfortable or that downplay or dismiss the presence of racism is a covert tool that can be used to undermine, dismiss or invalidate the experiences of other Black colleagues.?

"Yes but Stephen, you know, the Chief Marketing Officer, said that he's never experienced any issues so..."

2. Encourage collective accountability?

Should you wish to play a role in dismantling systemic racism within your workplace, do emphasise that anti-racism is everyone’s responsibility at the board level. Frame it as a shared value that strengthens the board’s integrity and commitment and is, therefore, about shared accountability.?

Don’t allow yourself to be seen as the sole advocate or spokesperson for racial equity. When the topic is raised, even making sure you are not the first person to speak or offer an opinion can shift the dynamics in the room. Not everyone will be comfortable with that, yet that’s not your problem. Practice sitting in silence, even when you feel there is an overwhelming expectation for you to speak first.?

3. Use questions to engage your peers?

Do ask open-ended questions to invite other board members into the conversation, such as, “How do we see this aligning with our long-term vision?” or “How confident are we that the programmes and initiatives we have run over the past few years have made a material impact to our colleagues who are most affected by racism, bias and discrimination?”??

Don’t assume you must provide all the answers or solutions; instead, encourage collaborative discussion.?

4. Frame anti-racism as best practice in how you manage workforce-related risks?

Do position anti-racism (and be clear on the definition) as a governance best practice essential to the company’s reputation and sustainability, given changes in workforce demographics and ethical standards.?

Don’t frame the issue solely as a moral obligation, personal priority or passion. This can unintentionally make it seem optional rather than foundational, and you may be subject to accusations of this being a “personal agenda”.?

NB Now, I will make a separate note here to acknowledge this. For many of us who occupy senior roles, this is personal, and there are no two ways. The advice I’m offering here is based on being in the hot seat plenty of times in front of board teams and observing how senior Black leaders are treated in the boardroom. There is an element of “playing the corporate game” here, yet at the same time, it doesn’t need or call for you to deny the existence of racism, dismiss the topic because of your discomfort or gaslight other Black employees who continually face the brunt of your organisation's inability to systemically address this.??

It's difficult, right? However, if you work within organisations that are already committed to addressing this (evaluate what they are doing versus what they tell you), this is an easier dynamic to navigate. If you are working for a company that consistently de-prioritises this or believes it’s not an issue to address, it is almost impossible for you to navigate this unscathed.?

5. Advocate for external expertise?

Do suggest bringing in external consultants to provide guidance on anti-racism, which can lighten the load and ensure specialised expertise is driving change. Your external partners should be the equivalent of ‘surgeons’ used to specifically diagnose or provide remedial advice, and your internal HR and DEI teams are the equivalent of ‘General Practitioners’ who caretake the day-to-day and operationalise any specialist recommendations.?

Don’t allow yourself to be positioned as the only source of anti-racism knowledge, which can limit the scope and depth of initiatives, and inadvertently, you can become the scapegoat when things go wrong, or the organisation succumbs to fragility and discomfort regarding the topic.?

6. Champion structural accountability mechanisms?

Do propose frameworks like specialist dashboards, metrics, progress reviews, and KPIs to ensure a system for tracking progress and impact.?

Don’t rely solely on informal discussions or your involvement to maintain momentum; structures create a shared responsibility and make it harder to apportion blame.?

7. Set boundaries around your role?

Do communicate your willingness to contribute without taking sole responsibility, saying things like, “I’m happy to share my perspective, yet it’s important we all contribute here.”?

Unless you have been specifically hired to be the internal anti-racism subject matter expert, don’t overcommit to leading every anti-racism effort; instead, position yourself as a supportive participant among a coalition of senior leadership advocates.?

8.? Frame anti-racism as key to organisational health?

Do underscore that racial equity is crucial to organisational health, sustainability, and employee satisfaction, making it clear that this work benefits everyone, even when you are centring on employees who are most impacted.?

Don’t allow anti-racism to be perceived as an optional or side initiative; link it to your company’s core mission and long-term success.?

9. Be aware of how you may have internalised racism?

This probably deserves an article in its own right. However, I don’t want to upset too many people today, at least…?

I believe that doing the work of addressing internalised racism is crucial for those of us in senior and influential roles. Internalised racism refers to the unconscious absorption of societal stereotypes, biases, and limitations imposed on Black individuals, which can lead to self-doubt, overcompensation, and even hesitation in advocating for one’s perspective.?

To give you a few examples of how it can manifest itself, we may:?

a) Question our qualifications and experience level or feel we need to constantly prove our worth and value. This self-doubt may arise despite our extensive knowledge and accomplishments, especially in predominantly white senior leadership spaces where we may feel that we “don’t belong” or there are unsaid accusations of us being “token hires.” The result? We may be hesitant to share ideas, reluctant to take calculated risks, or overwork to ensure perfection and be above ‘reproach’.?

b) Downplay or avoid advocating for anti-racism and equity issues, fearing we’ll be perceived as biased or “too focused” on issues related to race. This hesitation can be rooted in a desire to avoid being negatively labelled or seen as “the militant Black person”. The result? We may remain silent in discussions (not as a strategic move but to avoid being in the spotlight), hesitate to challenge biased policies or sideline our own insights that could greatly benefit the organisation and/or support other Black employees.?

c) Feel pressure to adopt assimilationist behaviours to “fit in” with our senior leadership peers. This can often mean adopting the prevailing culture even when it conflicts with our authentic selves and sometimes compromises our values. The result? Altering tone or language to be perceived as “less confrontational,” not addressing, speaking up about racial inequities within the organisation, dismissing the experiences of other Black colleagues who raise issues (for fear of how it may impact us personally) or downplaying personal achievements to avoid being seen as threatening to peers.?

I’m sharing this because of the journey I’ve gone on to address internalised racism, although it’s a practice rather than a destination. It’s helped me lead with conviction, remain unbothered by personal attacks, embrace my full identity and own my perspectives even if it goes against the grain or makes white senior leaders (and my Black peers) uncomfortable.

There is a palpable clarity in purpose and confidence when you are in the presence of Black senior leaders who are doing the work – it’s hard to describe, but it’s something you can feel.?

10. Address resistance head-on with strategic questions?

Do ask probing, strategic questions to surface the underlying resistance. When peers claim they "don’t understand” or lack the expertise to engage in anti-racism discussions, approach this as an opportunity to clarify the importance of racial equity as a shared responsibility.??

Questions like, “What specific areas need more clarity for you to feel comfortable moving forward?” or “How can we address any knowledge gaps to ensure everyone is equipped to support this initiative?” prompt them to articulate their concerns and put the onus back on the board or team to seek answers.?

Why: This approach helps differentiate genuine gaps in understanding from passive resistance, positioning anti-racism as a collective effort while encouraging accountability.?

Don’t allow “lack of expertise” or “fear of doing or saying the wrong thing” to justify inaction. Remind the board that no one begins as an expert in any area of governance or strategy, yet learning and taking responsibility are expected parts of leadership. Emphasise that in topics relating to advancing racial equity, this is no different, and that willingness to learn and engage in anti-racism is critical to ethical and inclusive leadership.?

That’s enough for today, I appreciate that it's a long one so thank you for reading, and see you next time.?

This article is part of a four-part series?addressed to Black professionals whose roles necessitate participating in or instigating conversations about racism.??

Part 1 - Protecting Your Peace: Acknowledging the Emotional Strain of Speaking Up About Race for an introduction to this series.?

Part 2 - Managing the Conversation When You Are a Black HR, DEI or Internal Anti-Racism Lead?

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