Employee Resource Groups (ERGs) are developed for many reasons and almost always contribute robustly to company culture. They form to support a specific demographic of employees and provide a safe space for the group. It is ironic that it is often those of the same demographic that spend countless unpaid hours leading these groups. Although ERGs contribute dramatically to organizational culture, company leaders are not always developing these groups in a way that allows them to grow and flourish. No matter how or why we create ERGs, they build a sense of belonging for groups of employees who are likely currently