Diversity Councils and Employee Resource Groups – Not “either / or,” but “both / and”

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Blog author Stan Kimer enjoys facilitating the Employee Resource Groups and Diversity Councils best practices sessions at the National Diversity Council’s DiversityFIRST certification classes.

This past July, the large global public accounting firm Deloitte caused quite a stir in diversity circles when its chairman shared that it was going to disband its employee affinity groups (often call employee resource groups – ERGs or business resource groups) and replace them with inclusions councils. The logic is that the inclusion councils can still focus on underrepresented groups but also involve many more white men in the diversity and inclusion discussion. (Link to an article about this announcement from Diversity Inc.)

A few weeks after Deloitte’s announcement, Erika Irish Brown, Global Head of Diversity and Inclusion at Bloomberg LP wrote a rebuttal titled “Why employee resource groups still matter” (LINK). Ms. Brown shared that their ERGs add significant value to their business and focus on Bloomberg’s five key pillars of commercial impact, recruiting, leadership development, marketing and communications, and community engagement.

I myself now serve on the faculty of the National Diversity Council’s DiversityFIRST Certification Class and two of the modules I facilitate are Best Practices in Employee Resource Groups and Best Practices in Diversity Councils. I have now added a discussion about Deloitte’s recent actions to the class.

I strongly believe that diversity councils and ERGs are complementary, and both structures can co-exist and work together. It does not have to be one or the other. Here are 5 reasons why both structures are needed and should co-exist.

1) Diversity Councils are management sponsored and led with supporting the corporate business goals through diversity and inclusion as it main objective. ERGs are employee led, and though ERGs very often support the business, the primary impetus is addressing the workplace needs of the various diverse constituencies.

2) There are still many issues around underrepresented groups within American business, and so a focus and “safe space” for diverse communities to discuss their issues and collaborate to grow professionally are really needed.

ERGs can very effectively represent companies at constituency events like “OutRaleigh!” where I celebrated my 60th birthday.

3) You do not need to dissolve ERGs and form new inclusion councils if the goal is to increase involvement of white men. One best practice is to have a Men’s ERG so everyone is included in the ERGs structure. And white male leaders can be advocates, advisors, mentors and executive sponsors of the ERGs. (See my past blog from 2016 “Diversity and Straight White Men – 4 Key Thoughts.”)

4) ERGs are still a very effective way to connect a business with diverse community outreach and philanthropic activities and constituency markets.

5) Structured properly, ERGs and Diversity Councils can cross-pollinate and work closely to assure their goals and activities are aligned.

Often leaders make errors in trying to replace one structure or solution with another when actually the two co-exist and support each other. And so it is with Diversity Councils and Employee Resource Groups.

Getting Up from Nay-sayers

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Photo from Engility Corp

I continue my monthly blog series based on US Figure Skating’s popular “Get Up” campaign which shares the message that life, like the ice, is hard, and we can certainly fall on it. But the more times we get up and persevere, the stronger we become.

For September, I address one of the most insidious challenges we can all face in many aspects of our lives that we may need to “get up” from … Nay-sayers. These are people who tell us what we cannot do – that we are not talented enough, not smart enough, too fat, too lazy … whatever it may be, these are people who write us off for not being able to achieve our goals. These nay-sayers may include:
• Enemies and detractors who are trying to put us down
• Well meaning friends who are trying to give us advice
• Negative people who only have negative things to share about any subject
• Teachers, parents, coaches …. Various people in leadership roles in our lives
• And even sometimes our own internal voices.

But a word of warning …. We do need to discern when some of the negative advice we get is a professional opinion that we may need to heed. If we have a concussion and our physician tells us we cannot skate for three weeks, we best stay of the ice. However, in many cases we just need to “get up” and determine that with hard work, we can achieve our goals and prove the naysayers wrong.

I am reminded that Michelle Daichman, who was featured in one of my earlier blogs about getting up from injury and illness, shared that she was reminded by her Facebook Memories that 9 years ago she going in for her my third knee surgery. She wrote: My doctor made no guarantee that I’d be able to skate again. But I love that I “got up” and proved him wrong, and get to do so every day. This is my “get up story” – never underestimate!

Pat Tyrell Giorgio was determined to get up and continue skating even after a total hip replacement.

Pat Tyrrell Giorgio just wrote me that, almost four years ago, she was diagnosed with Congenital Hip Dysplasia and had Total Hip Replacement at age 60. Her Orthopedic Doctor told her that he didn’t know if she’d be able to skate again, but she sure showed him to be wrong by “getting up” and back on the ice.

A few more suggestions:
• Really think hard and consider if there is some constructive advice in the naysayers words to you that you can apply to help you succeed.
• Determine internally your own goals and the course you want to take – you can be in control of your life.
• Surround yourself with positive, encouraging people who sincerely want you to succeed and help you do so.
• And finally, be a positive influence on the people around you, and don’t be a naysayer yourself.

My previous “Get Up” blogs can be found on my skating video and blogs page.