groups operate more effectively together.
And on occasion, external speakers are selected to provide development to the leaders of employee resource groups. This is how many companies engage with me. I've worked with numerous companies – such as Capital One, Under Armour, Catalent Pharma, The TJX Companies, and Uber, to name a few – where I have established an ERG Leadership Academy that consists of providing regular professional development workshops for their ERG leaders.
Whether it be internal ERG summits, external ERG conferences, or access to professional development workshops, the purpose is the same: to develop the skills and capabilities of leaders so that they can be even more effective at guiding their employee resource groups. This trend is long overdue, and it is gratifying to see so many organizations embrace the idea of ERG leader professional development.
Let's remember why we need employee resource excellence. Excellence is about continuously looking to improve, striving to do the best you can, and looking for ways to be a little bit better than yesterday. When employee resource groups strive for excellence, they are forced to focus on the things they already are doing well.
ERG excellence is a daily, never‐ending journey. ERG excellence requires that the majority of ERG focus is on the things that are working really well and on the next thing they can do, which is often within their reach. Striving to do better is incredibly motivating and inspiring because all employee resource groups have an innate desire to do better. ERGs want to excel.
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