The policies pursued by British trade unions, and especially by the white-collar unions in the second half of the twentieth century, remain the subject of vigorous debate. Many writers have contrasted the egalitarian principles of these institutions and the radical rhetoric of their leaders with the narrow sectional interests which they served in practice. This article offers an alternative approach to such accounts in suggesting that rhetoric and practical behaviour were not contradictory, but complementary, features of union recruitment and bargaining in the period 1950–1968. The building of white-collar unions required the officers to think in imaginative ways, deploying a rhetoric and a logic of professional expertise as well as communicating with a diverse and demanding constituency of members. The relationship between the governance of the white-collar union and the politics of the British labour movement was also a subtle and dynamic one in this period of growing state regulation. Clive Jenkins used the resistance to incomes policy as a recruiting sergeant among staff concerned with the erosion of differentials. The most successful white-collar union of the late twentieth century evolved a range of recruiting and bargaining models that were grounded on the hard historical experience of the postwar years, as well as the rhetoric and marketing talents of its charismatic General Secretary.