Ellis Griffith, Ph.D., is a trailblazer in the field of Diversity, Equity, and Inclusion (DE&I), currently serving as the Chief People Officer at ERM. With a deep-seated belief in leaving a positive impact, Ellis envisions a world where inclusivity is a universal value. With a career journey that has been driven by a passion for DE&I, Ellis advocates for authentic leadership and emphasizes the importance of creating a workplace where everyone can thrive.
Ellis believes that success is about making an impact and leaving the world better than she found it. She explains, “For the corporate part of my life, that means not just improving or changing ERM but changing and impacting other organizations as well.” She envisions a world where organizations share a common definition of inclusivity and belonging, enabling people to bring their authentic selves to work every day. Ellis is motivated by the opportunity to improve people’s experience with work, emphasizing the collective power we have to make a difference.
The Essence of DE&I Leadership
Ellis has always been inspired to work in the space of DE&I. Reflecting on her journey, she shares, “The first job I ever applied for was a DE&I job. I was deeply underqualified and wasn’t even close to getting the job I’m sure, but I applied with every last bit of my soul.” Equity and equality are deeply important to Ellis, and she acknowledges facing roadblocks in a DE&I journey – “variable leadership support, corporate financial support, lack of understanding of the power of DE&I work are all complexities that are often present” Ellis says.
Ellis even highlights the common misconception that Diversity is viewed as a “nice to have” rather than a fundamental corporate function that requires real resources and commitment. She notes, “Leaders speak compellingly about the topic because it is important but don’t truly understand why, and often don’t take the time out to back up their passion for the topic. One of the reasons that I joined ERM was the authentic passion for DE&I that ERM has – it’s not lip service – it’s part of the fiber of our being.”
Ellis also touches upon the concept of “diversity of thought,” which she sees as commonly misused concept. While the essence of diversity is having different perspectives and learning from those, in that way every human being is diverse in some way. However, it is essential for us as organizations and as individuals to develop an understanding of the importance of the voices of different communities – those who may have faced adversities and inequities in the workplace and beyond. It is important for us too to develop empathy and understanding of the isolation that exclusion creates feels like – how coming from a different socio-economic background or having a disability can divide our employees. Ellis emphasizes the importance of understanding how individuals’ life experiences and the meaning derived from them contribute to true diversity and enrich our corporate landscapes.
Sustainability and Diversity at ERM
ERM is a global sustainability consultancy that helps companies meet today’s sustainability imperatives, even as they become more complex and begin to integrate focus on social aspects like Diversity, Equity, and Inclusion (DE&I). “We exist to help other companies live their values around sustainability,” says Ellis. “Part of that is to remain sharp around the S in ESG – Social.’ At ERM, leading research, convening conversations, and helping talent to identify and live authentically are core to who we are.”
Ellis explains, “ERM is about shifting the trajectory of sustainability so that each generation to come can live in a healthier world. This means that the people who work at ERM come not just for a job but also to find meaning and to help solve some of the world’s hardest problems.” Innovation and finding solutions are crucial, even in the DE&I space. For ERM, this means identifying and tearing down silos across human boundaries, celebrating both individuality and groups of people, and better understanding the human experience around the globe.
“To excel in DE&I, step one is having a workforce that is open to change and learning; that is authentic and engaged,” says Ellis. “Step two is understanding the gaps. ERM, for example, has become conscious about inclusivity, creating a global sense of belonging, celebrating differences, and seeking out diversity in the workforce. Step three and beyond involves creating and sustaining community, going beyond just an Employee Resource Group to create a full culture of inclusivity where everyone can thrive and be authentic.”
Ellis believes that integrity is rooted in respect, authenticity, and community and they aim to create a caring community where individuals can be truly authentic with each other with integrity as a baseline expectation, particularly in functions dealing with people. Ellis asserts, “Being approachable and authentic myself is really central to creating a meaningful community that can trust each other and operates with integrity.”
Life Before ERM and Career Beginnings
Ellis started their career without an end in mind, working as a temporary receptionist at a consulting firm. She ended up becoming a consultant and staying there, learning from brilliant minds, going back to graduate school, and working in no fewer than two dozen different organizations. Interestingly, being female and coming from an administrative role made her move into consulting a topic of contention at the time.
“I wasn’t seen (despite a very competitive college degree) as consulting material. I had to work quite hard to prove myself in that role. And once I did, I became part of a network of women who supported each other – I was lucky to be part of a community that helped me to learn and to move through the next phases of my career. I lean on many of those women to this day.”
Ellis believes that the best recognition that she can receive as a leader is staying in touch with and having past team members solicit her advice. “Knowing that I have had a lasting impact on people’s lives is important to me and, at an individual level, I am so touched and honored every time someone from the past reaches out for advice about their present,” she shares. “Being one of the women that other women can depend on to catapult their careers is one of my greatest life’s goals”.
Succeeding as a Non-binary Leader: Navigating Challenges and Empowering Change
Ellis notes that it’s not always easy to thrive in corporate life as a non-binary person in leadership. Ellis highlights the pressure, and recalls her early career surprise and frustration, at being asked to conform to societal norms, such as being told how to sit, speak, and dress.
“Why? Because we are not the norm. I have been told to sit with my legs apart and elbows on the table. I have been told to speak in a lower octave. I have been told to dress differently, to speak up less – or to speak up more. There is never a good or perfect answer it seems. I have been told to never show photos of my children and to never use kids as an excuse (none of this is at ERM of course!). So, yes, it is hard to thrive as a leader who is different. Be more masculine, be more feminine,” Ellis expresses.
Despite these challenges, Ellis believes in being true to oneself and advises the next generation to celebrate their uniqueness. “There is no right place and every place is right – so my advice to this and the next generation is to just be yourself. Celebrate who you are, and what you love to wear, and be and do whatever job you love. And you’ll be even better than if you pretend to be someone you are not,” she declares.
Defining the Chief People Officer Role
Ellis describes her role as Chief People Officer as encompassing responsibilities that vary daily. She reflects, “I don’t think that I have a regular day at work.” Ellis focuses on the overall experience of ERM employees, from onboarding to ongoing support.
“The one word that I would use to define myself is either authentic or innovative. It’s a toss-up. But both describe how I spend my every day. I don’t think that I have a regular day at work – everything from the analysis of the productivity of people to the mental health and well-being of our people are areas that fall into my responsibility,” she explains.
Ellis stays abreast of workforce trends and engages with individuals and groups to support their career development. She sees each interaction and project as an opportunity for innovation and talent development in the People space.
“I spend my time thinking about the whole lifecycle experience of an ERMer – from onboarding to promotion. I learn about trends in our workforce and the external world. I talk to individual employees and coach them on their paths to success. I talk to groups of employees about the myriad of programs that we have and offer to support and sustain them along their career journey. And I work to make that journey a smooth, professional, simple, and exciting journey. To my children that looks like a lot of meetings and documents but to me each discussion is unique, each project an innovation, each opportunity to work with a team, a great opportunity to develop new talent in the People space,” Ellis elaborates.
Leading a Full Life
Ellis views her approach as more than balancing, explaining, “I guess that you’d say that I have a full life – I have an amazing wife, four kids, four pets…. We live an expat life in Amsterdam having moved several years ago from the US. There is a lot in life that is important and valuable to me and I am incredibly motivated to ensure that I can live to those values – both my personal values and ERM’s values.”
Ellis acknowledges and loves that, at times, life is like a juggling act, and she believes that it’s about keeping all important priorities in mind and being okay if some items fall behind temporarily. She emphasizes the importance of asking for help when needed, seeing it as a sign of strength.
“I think that too often people expect of themselves that they perfectly balance work and life and they berate themselves when one takes a backseat. But I believe that is a natural course of professional and personal life. When your child is sick, that ball cannot fall. When you are about to walk into a Board presentation, that ball cannot fall. And, well, if they are happening at the same time, then I’m a big believer in asking for help as a sign of strength,” Ellis observes.
Focusing on Innovation and Positive Change
Ellis emphasizes the importance of continuing to innovate and drive positive change within ERM, particularly in the People space. Not just keeping up to date with the latest trends but exceeding them, she believes is critical for retention and productivity, and is committed to creating an environment of respect, community, and well-being.
“I’d say that the most important plan for the future is to continue to innovate and to make positive changes within ERM in the People space,” Ellis clarifies. “Specifically, a focus internal and external to ERM on DE&I, Mental Health & Wellbeing, and Employee Engagement. These areas are exciting to me because I believe that they are critical retention levers in an organization. Where there is respect, community, and where there are healthy people, is where you will find productivity leap forward.”
Empowering Women and Non-Binary Leaders
Ellis stresses the need for more visibility, sponsorship, and understanding for female and non-binary leaders. She challenges the notion that leadership qualities should be gender-specific, advocating instead for a broader perspective on leadership. Ellis encourages aspiring women and non-binary leaders to seek visible roles, stay true to themselves, pursue their desired careers, and find sponsors who can help them navigate their paths. She shares an old joke, “What do you call a female leader?” and the answer is “a leader.”
“Not much of a joke, because it’s a reality. I think that female and non-binary people need more visibility, more sponsorship, and a far greater sense of understanding in the organizations in which they operate,” Ellis points out. “Too often the burden of ‘being a great female leader’ is the accountability of the female leader when in fact it is the majority, the male leaders who may need to learn more about female leadership and encourage and bend their archetypal leadership perspectives to pull up more females into leadership.”
With this in mind, Ellis’s message to aspiring women and non-binary leaders is to “take on visible leadership roles, be authentic and true to yourself, find the career that you want, and a sponsor – of any gender – who will help you to navigate your way there.”
Conclusion
In conclusion, Ellis Griffith’s story is one of resilience, innovation, and empowerment. As a DE&I champion in leadership, she has navigated challenges and biases, emerging as a strong advocate for DE&I. Her leadership at ERM reflects a commitment to creating a culture of inclusivity and respect.
Ellis’s message to aspiring DE&I leaders is clear: be true to yourself, embrace your uniqueness, and seek out sponsors who will support your journey. Ellis reminds us that gender equity is not just a women’s issue, but a collective responsibility.
