Why ERGs are business-critical: Takeaways from ENERGIZE 2025

On the current legality of ERGs in the US after recent executive orders: “So, my advice is always: if you open your ERGs to all comers, if you allow allies or anyone to participate in ERGs even if they do not belong to the specific demographic group themselves, then it is legally safe because you are not conferring a preference on anyone or causing any harm to anyone by operating the ERG.”

“ERGs don't simply exist as a benefit to the individuals who join those groups. They are actually a benefit to the enterprise itself.

“Each ERG is tapped into the voices of team members, and as an enterprise, we're committed to listening to those voices—wherever in our team member population that ERG is connected. That allows us, at the enterprise level, to tap into those insights—whether we need a focus group or want to better understand a particular client segment in the market—because our team members are also community members.

“In many ways, our team members are the biggest bridges and conduits into voices, conversations, and communities. They help us at ATB stay connected to all those different spheres of information.”

On the importance of articulating opportunity gaps: “We shouldn’t be afraid of difference; we shouldn’t be afraid of where there’s a gap in terms of identity and experience. But the gaps we should absolutely be striving to close are the ones of inequity.

“As we listen to stories, as we do deeper research, then we have to have the courage to articulate when there actually is inequity... When we are able to listen to the stories, read and accept the research, then we understand and can pinpoint and identify gaps that then inform our goals and our visions going forward.”

“It's really time to transform the way we view our ERG work and contribution, not merely just as extracurricular activities and networking, but as a core element of your professional growth toolkit as a business leader and a person going forward.”

“ERGs are a channel for growth... Invite people leadership to join you in a conversation, or sponsors to join you to talk about different topics. That exposure to leadership is sometimes the best gift you can give somebody.”

On what businesses can learn from entertainment in creating culture change: “You learn very quickly in entertainment that emotion moves faster than logic. So, if you're in business, I'd double down on the emotional part and figure out how the logic fits within that because you want to inspire action; you just don't want to deliver data.

“People want meaning. They want to have purpose. You have to show what's at stake. If businesses think only in spreadsheets and units and deadlines—that's not what moves people. Culture moves people, stories.

“If you want to shift the culture, you have to risk vulnerability. Embrace tension and be willing to entertain new narratives and new conversations because it challenges your own comfort. Then you're right where you're supposed to be.”

“We think about associate resource groups as opportunities for associates to collaborate and connect in community, but we don't think enough about how they drive business objectives...

“Associate resource groups can be leveraged as a way to think differently and innovatively around how we design products, how we service our clients, and certainly how we represent what our customers need today.”

On how to articulate ERG impact to stakeholders: "A key part of what drives visibility for us is consistent storytelling. We place a strong emphasis on sharing the impact that our ERGs have across multiple channels, whether it's direct conversations with our executives, digital screens at all of our sites, or on social media. The focus is on what's the narrative that you're telling throughout the year about the impact that your ERGs are having?"

On strengthening ERGs’ connection to business goals: "You can't secure long term investment if you're not clear on what you're doing or where you're going or what you're trying to drive. Without defining goals or alignment to the organization's mission, leadership can't actually see how they can support you, because they don't know what success looks like."

On practical ways to use storytelling in ERGs: "Make sure every member of your ERG knows their ‘Why’ — and share it through a story. Why do they do what they do? Encourage each member to reflect: Why am I part of this group? What does it mean to me? What moment brought me here?

“As you report upwards with data and executive summaries, include these stories of impact. These everyday stories might be why someone chose to stay at the company—and you can actually quantify that in terms of retention.

“Secondly, I believe in creating a story bank—a collection of the real impact your ERG has had... I call it the bonfire and the fireworks: the bonfire is your ongoing comms, and the fireworks are those spotlight moments throughout the year when you really shine a light on individual stories."