Executive Sponsors

Successful ERGs not only help promote a sense of belonging among employees but are also driving forces for organizational change. To be effective, ERG Leaders and Executive Sponsors should align on the needs and the goals of the ERG upfront.

To understand more about what an Executive Sponsor is, refer to this page.

Members of the Operational Leadership Team and the Strategic Leadership Team are eligible to be Executive Sponsors. These people are identified with the color orange in the company organizational chart which can be found here.

Use the sheet linked here to review those who have expressed interest in working with an ERG. The information provided by these individuals is intended to bridge the potential communication gap with those who do not have regular exposure to the Leadership teams. However, groups are encouraged to reach out and connect with any member of these teams who they feel may be a good match for their ERG even if their information is not listed on the sheet linked above.

Please read this note on avoiding activities that could violate the National Labor Relations Act

Working with an Executive Sponsor

Securing an Executive Sponsor is one of the final pieces to getting an ERG up and running. The group should aim to attract an Executive Sponsor that can serve the ERG in several ways:

A Great Executive Sponsor will:

Support and promote the ERG’s activities and events with enthusiasm and passion
Help the group leaders navigate strategies to successfully meet the group's goals
Build alliances across the company
Point out opportunities that will help elevate the ERG's mission
Offer advice when you need it (or when you think you don’t need it but then find out you were blindsided and now are happy you sponsor picked up on it!)
Be a champion of ERGs and encourage cross-ERG collaboration

Who do I ask?

When considering approaching someone about being an Executive Sponsor, think about/discuss these questions:

Are they a part of the identity group the ERG supports? If not, have they exhibited behaviors or actions that suggest they would be a strong ally?
What strengths or talents do they have that could contribute to the success of the ERG?
Who do we know that works for this person and could share insights about their management style?
What successes or experiences have they had that the group could draw inspiration from?

How do we start?

Before approaching a potential sponsor, prepare as much information as possible. Group Leaders should come to the meeting with the prospective Executive Sponsor with a drafted charter, budget, and ideas for activities. Be prepared to answer questions about the group's mission, its goals, and how those align with Fleet Feet's mission, vision, and core values. Be prepared to share how goals align with the 4C's model.

Consider asking them about their own business goals. Look for ways that the ERG can also support those goals. Remember, ERG participation is entirely voluntary. This is true for Executive Sponsors as well, so it is not a foregone conclusion that the person you ask will say "yes". Share your excitement and enthusiasm for the group you want to start, and pitch your idea creatively.

What do we need to discuss and agree on?

How often Leaders will meet with the Executive Sponsor
What information would the group like the Executive Sponsor to share company-wide
What the Leaders of the group should do if the Executive Sponsor is not meeting the expectations of the group
Where applicable, how will ERG priorities/accomplishments be mentioned when given space in Senior or Operational Leadership Meetings
How many events and group meetings should the Executive Sponsor attend
What insights the Executive Sponsor can provide on the group's budget

Being an Executive Sponsor

Why is an Executive Sponsor needed for every group?

"Culture eats strategy for breakfast" - Peter Drucker's words don't explicitly shout "Put People First", but his words point to the vital importance of prioritizing the common good of the workforce. "Corporate culture is never definite. It's very complex and ever-changing. Culture is vulnerable and dependable on the moods of the people who define it. It's a crucial factor for the long-term success of every business. No matter how hard you work on your perfectly organized strategy, in the end, the people bringing it to life are the ones responsible for its success or its demise." ("Culture Eats Strategy for Breakfast - What Does It Mean?")

The role of the Executive Sponsor is, at its core, that of an ally and an advocate. Requiring every ERG at Fleet Feet to have an Executive Sponsor allows each group to essentially get "a seat at the table". By elevating these voices and bridging gaps, leaders are actively investing in fostering a healthy culture.

What are the risks of being an Executive Sponsor?

For ERGs to be effective in driving an inclusive workplace they need to be visibly valued by the entire organization, have active leadership engagement, be deeply and visibly aligned with business objectives, and garner the participation and allyship of majority group members, so they have wider-reaching and interconnected impact. ERGs must be able to extend their impact outside of themselves to have the impact they were created for.

A 2021 case study by Great Place to Work illuminated some of the challenges that ERGs face.

"The research reveals that employees playing leadership roles in ERGs experience far less support for the groups than what company executives believe there to be.

ERG members also tend not see involvement in the groups as helpful to career progress, while business leaders assume that it will be. And when it comes to feeling a sense of belonging at work, there’s a significant divide between ERG leaders and their “executive sponsors”—senior company leaders who pledge to assist ERGs.

In particular:

100% of executive sponsors of ERGs say company leadership encourages participation across ERGs. Only 52% of ERG leaders think that’s true
78% of executive sponsors believe involvement in ERGs support career advancement, but only 40% of ERG leaders agree
This disconnect shows up in feelings of belonging as well – 91% of executive sponsors feel a sense of belonging at work, but only 76% of ERG leaders say the same"

What questions should an Executive Sponsor ask before agreeing?

Some groups may want an Executive Sponsor who belongs to the identity group of the ERG, but that is not a requirement. Having an Executive Sponsor who is outside of the identity group could happen because the group intentionally wants someone from outside of their identity group to represent them with Leadership. It could also happen because there is a lack of representation. Try not to make assumptions about who might approach you and be open to understanding the reasons why a group may approach you.

Ask Yourself -

What is my motivation for wanting to be an Executive Sponsor? and why for this group?
What could prevent me from contributing in a meaningful way?
What skills or resources can I provide this group?
Do I understand the needs of the group? If I don't, how will I educate myself?

Ask the ERG Leaders

What strengths or talents do you see in me that could help your group?
Do you already have ideas about your expectations for me? If so, can we talk about them? If not, can we set up another time to talk through them before I agree?
To review their drafted charter, budget, and ideas for potential activities with you. How do the mission and goals align with Fleet Feet's mission, vision, and core values?
To explain how the group's goals align with the 4c's Model.
What challenges do you foresee? Are there obstacles or roadblocks that you are hoping I can help move?

What can an Executive Sponsor anticipate?

As with most aspects of ERGs, there is not a definitive roadmap for Executive Sponsors to follow. However, every Executive Sponsor should expect to:

- Act as an advocate for all ERGs at Fleet Feet
- Work with the ERG Leaders to establish clear expectations for how the Executive Sponsor can support the group, and identify short and long-term goals so that the Executive Sponsor has a framework to help meet the needs of the ERG
- Allow the ERG Leaders and Members to drive the direction of the group
- Support the ERG's goals in the broader organization, and play an active role in the personal and professional growth of leaders and members
- Regularly meet with ERG Leaders to discuss key business Initiatives, goals, and strategic plans
- Act In an advisory role to ERG Leaders for annual budget planning
- Solicit and advocate for others to participate in ERG events
- Share updates on the ERG's progress with their Leadership Team

Additional Responsibilities an Executive Sponsor may need to discuss with ERG Leaders:

Sharing business insights or new initiatives
Reviewing presentations planned for internal and external large or influential audiences
How to address an ERG leader's performance or behavioral concerns in their ERG leadership role
Responding to external media or organization requests with potential PR impact
Sharing resources to enhance the knowledge, confidence, and capability of both Leaders and Members