“For the first ten years of our professional relationship, Bob and I were strictly colleagues. I considered him a mentor, a sponsor.” (Lee p. 172) In an interview with Good Morning America’s Robin Roberts, Debra Lee admitted to an affair with founder and original CEO of Black Entertainment Television, Robert L. Johnson.
I listened to Lee talk about contemplating leaving the company but knowing it would be inauspicious if she could not secure a recommendation from her former employer of several years. It would ostensibly set off red flags to potential employers. I rushed to the bookstore, purchased this memoir, and immediately dove in to uncover how the affair ended.

Like everyone else, I knew the BET lady as the person who would ceremoniously present awards. She did not have the celebrity that male CEOs sustained such as: Elon Musk, Bill Gates, and Tyler Perry, through media and publicity. Male moguls tend to have an identity, separate from their mogul accomplishments. However, when it comes to female CEOs, first–where are they? Secondly, why do they receive unequal attention?
In Lee’s memoir, she talks about her male mentors, throughout her career, and how she never had a female mentor–nor were there female CEO’s that she could model herself after. She was becoming a mogul, from scratch, with almost no allies or champions, building momentum to her victorious rise. 
Inadvertently, she comments on some of her most tumultuous years in corporate America, which can attest to the unique struggles women face in the workplace. To address and ultimately correct them, would expose female employees to retaliation. Even with a law degree from Harvard, she could not overcome the predatory behavior that perpetuates across all industries.
In reading her memoir, I learned that her story is a relatable and teachable one of corporate politics that young women, entering the workplace today, can learn from.
Debra Lee was hired at BET as general counsel in 1986, when the company was in its infancy and not yet publicly owned. By her own account, she was the legal department. Her boss, Bob Johnson stretched the word “general” to mean “comprehensive”.
When she came on board, she recently married lawyer Randall Coleman, who is the father of her two children. They agreed to delay starting a family because of their demanding careers. A few years later, she became pregnant with their first child.
Lee states, “I was the first senior executive at the company to get pregnant.” (Lee p. 120) At that point, she wrote BET’s maternity leave policy, while planning to exercise that right. She continued to work aggressively–as general counsel, among other roles–until the morning her water broke.
After having her baby boy, she remained active in her role as general counsel, while tending to her nursing baby. Maternity leave was a novel idea that CEO Bob Johnson had no intention of adhering to.
According to Debra Lee, when she went on leave, her husband, who did not get paternity leave [this was the 1980s], was helping out at home along with their families. There was no second person, in the company, to fill her role, in her absence. Clearly, there would be no reprieve from her professional duties, while maintaining on paper–that she was on maternity leave.
This disregard for a federal regulation was not one instance at the Black owned company. Founder, Bob Johnson is charismatic (Lee’s words, not mine) in a dangerously corporate way. When Lee met Johnson, she was contemplating splitting from Steptoe and Johnson law firm in DC, the firm she worked for after her federal clerkship for Judge Barrington Parker Sr.
Lee was enticed by Johnson with the offer of general counsel. She got a taste of the work she would be doing, when she handled client work for BET, who was one of Steptoe and Johnson’s clients.
It was as if the clouds parted and made way for this serendipitous step on her corporate ladder. She saw no reason to discuss salary before accepting the position. Johnson shouldn’t be accused of exploiting Lee in this situation. After all, she was a lawyer. Her poor judgment cost her an $18,000 pay cut. Upon meeting with her boss, she learned, with astonishment, that Johnson paid all of his executives the same flat salary–non-negotiable.
This egalitarian pay system can be justified in a startup, which you could argue was the current situation. However, it continued for far too long in Lee’s career at BET. She eventually realized she was undervalued and looked to sever professional ties with the company for entrepreneurial efforts. 
Anyone starting a business can expect the venture to be tough, without family obligations. Having a new baby, and husband with a career of his own, would only add to the complications. It was understandable why Debra Lee wanted to make it work at BET, which explains her persistence in asking Johnson for a raise. His stance was clear on this matter, as she stated, “We all started at $50,000 and received the same yearly bonuses and salary increases.” (Lee p.141)
The culture at BET was male dominated and it didn’t help matters that her male colleagues were aware of her salary desires. Some even encouraged her to “just leave,” if she was unsatisfied. Although, this would have put the company in a vulnerable position had she acted on those provocations.
Which leads me to Bob Johnson’s possibly strategic move to shift their professional relationship to a romantic one. Lee blurs the line between consensual and not, when reflecting on their romance. However, when reading her account, you can’t help but speculate Johnson’s predicament: knowing his general counsel was unsatisfied with her salary and considering leaving the company. He may have convinced Lee in 1986 to accept a $50,000 salary and his egalitarian pay system, that helped build his multi-million-dollar fortune. However, getting the next person to comply–in the 21st century–was unlikely.

Debra Lee firmly states that she and her boss had a strict, professional relationship for ten years. He hadn’t made a move and she filed it under, “Things Debra Would Never.” After he offered her the Chief Operating Officer position, he made no subtle attempts on his naive conquest. It’s unfortunate because the romance consequently left her questioning her achievements at the company, she devoted most of her professional life to.
Bob Johnson, who she counted as a mentor and friend, flexed his male toxicity all over her personal and professional life after they became sexually intimate. She details how Johnson would enforce his authority to remind her who’s CEO and who’s not, whenever she would get out of line. They would get into arguments during business trips, sometimes physical she admits, then he would leave her stranded, denying her access to his private jet to return home.
It was the fortune Johnson made, while denying Lee a meritable salary based on her achievements and seniority, that he used to scold her when she provoked his insecurities.
Again, this memoir is a cautionary tale that I encourage everyone to pick up and read.
