SPORTS BRANDS – WALK YOUR TALK!

This post feels a little like the Jerry Maguire film (Show me the money!). A sports agent who has a crisis of conscience and writes a heartfelt company-wide memo that doesn’t do a great deal for his career. 

I believe sport is one of the greatest of levellers. Success on the sports field is broadly, at least philosophically, based on merit. Now is the time to replicate this across society, government and business at all levels.

As many people do, I feel we should all be held accountable for what we do and say. The industry I am passionate about being a part of, seems to have committed to change in light of a movement, and I want to aid progress.

I want black children to see themselves within the sports brand boardrooms, and not just on the sports field. We need to inspire and show young people they can have a successful career in the Sports Brand Industry. 

As part of my Under Armour Diversity Equality and Inclusion Training, team mates were asked to make a personal pledge to actively educate themselves on racial justice issues and fighting for racial equality. Here are my pledges:

1.  Be prepared to have uncomfortable conversations to build common understanding.
2. Support my community in a non-exploitative dialogue and engage with local leaders to impact change.
3. Do all I can to KEEP race and diversity conversations top of mind within Under Armour EMEA.

This is the reason I have taken the time to write this post…it’s a small token towards the pledges I made……me walking my talk.

AN EARLY EXPERIENCE OF RACE IN THE WORKPLACE

It’s 1996 and I’m sitting in a hotel on the outskirts of Manchester at a final interview to become an Area Sales Manager for PUMA. The interview was going well and towards the end, one of the two men interviewing me asked a good, albeit standard interview question:

“John, what can you bring differently to this role? “

Knowing what they wanted me to say, I gave the usual bland answers, which I was fairly sure the other candidates would also have given (work harder, sell more, a great team player, great ability to deal with timelines and pressure…etc etc) so at the end of my answer… I went for broke and said with confidence… “And the fact that I’m black!”

The two chaps instantly shuffled uncomfortably in their seats and looked at me half amused and half intrigued.

“Why so, John?” They asked.

I remember giving two reasons:

1. Being black I’ll stand out and be memorable to the customers.
2. Many of the top sport stars are black, and customers will make a subconscious association between their PUMA rep, winning and success!

In both cases I identified the business case for the benefits of a diverse workforce.

In truth I couldn’t think of anything else, and back then I was reasonably sure this would be where I was different to the other candidates. However, I instantly regretted it! What a terrible answer to a relatively standard interview question! My limbic system went wild... telling me I’d blown it due to this unorthodox answer.

Cutting to the chase, the interviewers thankfully understood what I was saying and I eventually got the role and had 11 great years within PUMA. Yet I often think, did I contribute to people in the industry feeling comfortable by not raising race and ethnicity as significant in how we do business?

Race in sport has been a news worthy subject for years. In the past, the perennial race debate has often started within athletics, NFL soccer/basketball, and in the UK association football. Issues in the UK often began with a high-profile black footballer being abused by fans within a domestic game or on the international stage when playing for England. What ensued following these incidents is still a familiar pattern: every media outlet headlines the story, the governing body condemns the actions of the racist(s), UEFA sends out strong statements but ultimately sit on their hands, the footballer who’s been abused calls for change. Questions are then asked around the institutional issues such as: Why with so many black players are there so few black coaches or managers? Why is there such little to no diversity at boardroom level? Then cue the ‘Rooney rule’ in the American football debate. My brother, a former professional footballer who holds a UEFA Pro Licence (the highest coaching qualification you can gain within football) has himself recently spoken out about the racialised challenges he has faced even getting to interview for roles. (https://www.skysports.com/football/news/11095/12023007/paul-williams-interview-black-coaches-have-qualifications-but-need-opportunities-too)

All good and much needed questions and debates... However, unfortunately it often feels like this side of sport has forever been a merry-go-round with very little changing.

SPORTS GOVERNING BODIES 

The debate concerning race equality and diversity has also become topical within sports governing bodies. Arun Kang CEO from Sporting Equals, the leading UK 'thinktank' for research into BAME communities and sport was recently quoted as saying:

Only 3% of board members across the whole sport sector fall into the category of Black, Asian and Minority Ethnic. and 64% of funded national governing bodies have no black board members. The UK’s most well-known sport associations; the Football Association, Rugby Football Union, England and Wales Cricket Board, Lawn Tennis Association, England Golf, UK Athletics and British Cycling have one black board member between them.

Professor of Equality and Diversity in Sport and Education Kevin Hylton is one of the foremost scholars on race and sport. He is the Chair of the Sheffield Race Equality Commission and formerly Head of the Research Centre for Diversity, Equality and Inclusion at Leeds Beckett University, UK. Kevin has spent decades working with key stakeholders in sport, conducting research and writing books such as ‘Race’ and Sport: Critical Race Theory, and Contesting ‘Race’ and Sport: Shaming the Colour Line. In different ways Kevin has highlighted the importance of ‘race’ and social justice and that everyday racism is generally not sensational as in many of the cases we have seen in the media but pedestrian, mundane and often ambiguous. He considers the challenges of disrupting systemic practices, the dangers of online racism and Islamophobia and the need for us to recognise that ‘race’ intersects with other identities that include, but not limited to age, gender, class, disability. We have much to ponder in regard to these issues. However, Hylton argues that we can’t stop at actionless thought or thoughtless action…we need thoughtful action.

FOOTBALL COMMENTARY HAS EVIDENCE OF RACIAL BIAS, STUDY FINDS

In exploring these issues further, I notice that even the sport commentators are under the spotlight. In a first of its kind, a ground-breaking study by Danish research company RunRepeat, in association with the Professional Footballers’ Association, shows clear evidence of systemic bias within football commentary:

Commentators are six times more likely to be describing a player of ‘darker skin tone’ when talking about power while ‘lighter skin tone players’ are regularly praised for their intelligence and work ethic. Read the report here: https://runrepeat.com/racial-bias-study-soccer

SPORTS BRANDS

There is however, a side of sport that doesn’t get its fair share of media focus, debate and questioning when it comes to racial and ethnic diversity. The SPORTS BRANDS, the companies that design, manufacture and distribute apparel, footwear and equipment to professional athletes and us mere mortals, the general public. The industry is a multibillion-dollar business with many of the brands sponsoring high profile black sport stars, musicians, entertainers and serve a large black consumer base.

STATEMENTS VS ACTION

In the days following the death of George Floyd all the major sports brands were quick to show support to the BLM movement with their Instagram pages blacked out, and statements on challenging racism. There were pledges of change, focus, future investment, and targets together with a general update of racial and ethnic diversity policies within their companies. So, with all this outpouring of support, how many of these sports brands have a diverse workforce, executive team and board, reflecting and representing their black professional sports, music, entertainment and consumers?

Unfortunately, the answer is...not many! Is it then fair to presume sports companies have undervalued their black consumers, and employees because their employee-base doesn’t reflect the diversity of their audience?

Mark Riston, a brand consultant and former marketing professor wrote a particular telling piece around brands needing to “Walk the walk before they tweet the tweet!” https://www.marketingweek.com/mark-ritson-black-lives-matter-brands/

My experience and optics within the sport industry shows the racial and ethnic diversity issue at all levels, particularly at executive and boardroom level, to be absolutely true. This is from my view point and experience; however, I am quick to admit my knowledge of racial and ethnic diversity in all brands is obviously limited. So, I spoke with Mike Armstrong the Buying Director at JD Group, who has worked in the industry for over 20 years. Mike will have been courted by all the major brands CEO’s, executive and management teams. This is what he had to say on the subject of racial and ethnic diversity within the industry:

“Within the senior levels of the sports industry it’s safe to say there isn’t any significant level of diversity and, in general, I would say the sports trade is in no way whatsoever anywhere close to being representative of society”

EMPLOYEES ARE SPEAKING OUT

People of colour working in sports brands have also started to speak up on the lack of diversity within the brands they work with. Most notably, Julie Bond a black adidas employee on June 3rd wrote a letter to the adidas leadership asking them to “issue a public apology for the racism and discrimination that they have openly enabled and perpetuated across the brand.” This led to employee protests at the company’s Portland HQ. 

ARE THERE SYSTEMATIC RACE ISSUES WITHIN THE SPORTS BRANDS? 

In my humble opinion, there are systemic race issues embedded in the way sports brands operate. The data (not my opinion) tells us it exists within all levels of the brands, particularly at top executive and boardroom levels. It seems commonplace to have black people work in the distribution centres, the retail stores, and at the lower levels in the businesses. Very much in the same way, the sport teams, businesses and boards are happy to have black people represent them on the field but this doesn’t seem to be replicated in management or the boardroom. Why?

SHORT TERM PROGRESS MADE

Good news, in the months post the brand tweets, statements and messages of support for the BLM movement, there has been some tangible changes, reflection and a vast swathe of commitments from the brands, that include:

CHANGE:

The C-suit appointment of former Tesla executive Felicia Mayo to Chief Talent, Diversity and Culture Officer for Nike. They have called on the black female veteran of Silicon Valley to help make them more diverse and inclusive.

REFLECTION:

CEO John Donahoe was quoted as saying to Nike employees, “Though Nike is known for sponsoring black athletes and appealing to black consumers, it has fallen short of its ideals internally. What I have learnt is that many have felt a disconnect between our external brand and your internal experience,”

Adidas tweeted recognition. "The success of Adidas would be nothing without black athletes, black artists, black employees and black consumers." "For most of you, this message is too little, too late. We've celebrated athletes and artists in the black community and used their image to define ourselves culturally as a brand but missed the message in reflecting such little representation within our walls."

COMMITMENTS:

Under Armour have set company goals such as:

1. Amplification of recruiting efforts to improve the representation of historically underrepresented groups in corporate locations, particularly at the Director and above levels 
2. Increased funding to support the professional development of historically underrepresented groups with a focus on career advancement  
3. Enhanced accountability measures for leaders to hire, retain and advance historically underrepresented groups 
4. Accelerated education for all teammates on creating inclusive cultures, supporting anti-racism and being an effective ally

HOW GENUINE IS THIS DESIRE FOR CHANGE?

I have no axe to grind against any sports brand or the industry. I currently work for UNDER ARMOUR, and have worked for another great sports brand in PUMA. I have been in and around the industry for 20+ years. I am a passionate advocate of the industry, it’s one of the best and most exciting industries to belong too. I’m also not looking to inform brands what they should be doing and who they should be employing...

The point I make is this... The promises of thought and action through change are very much welcomed, however the brands that promise this must know they are now held to a higher standard, they need to align company practices and accountability metrics. If the brands don’t walk their talk it will lead to an even stronger backlash than if they had said nothing in the first place. Winning the short-term news cycle isn’t the solution. The future generations will look back and ask questions on how true to their word the CEO’s of the sports brands have been. Some food for thought:

• How is the message being cascaded through the business? Is every leader taking it seriously enough and acting on the CEO’s strongly worded statement?
• While the majority of the media is focused on the US race situation, the problem exists in all regions. There shouldn’t be different approaches to different regions, just because laws differ from country to country. Brands shouldn’t take the easy way out and hide behind this. The CEO’s strongly worded statement was sent out to a Global audience.
• Online DE&I training isn’t enough, this just papers over the cracks. Leaders up and down the business need to get out and have honest conversations with all their staff. It’s going to take a different type of leadership to work through this tough, complex conversation. Starting with being OK with not having all the answers. It’s understandable that leaders are fearful and don’t want to get it wrong. If they speak openly, honestly and frankly to their people, they’ll get the sense and feeling of their people which will help them formulate a plan aligned to the CEO’s strongly worded statement for change.
• It’s OK to put a focus on race and ethnic diversity, as well as other diversity and inclusion matters within the business. Don’t hide and dilute the very difficult conversations that need to be had within a general diversity and inclusion approach. Just as there are over 200 different types of cancer, each one is diagnosed and treated in a unique way. Race has taken a back seat to other diversity and inclusion matters for a significant amount of time, the issue has to be dealt with, if not now, when? The CEO’s strongly worded statement talked about anti-blackness, BAME, race, and the BLM movement.     

WHY SHOULD THE SPORTS BRANDS TAKE NOTE?

Data informs us there are clear benefits to racial and ethnic diversity within the work place. While not exhaustive benefits include:  

• Millennial and Gen Z generations are the most racially diverse in history. Workplace diversity is an important factor when considering employment opportunities.
• Companies with high racial/ethnic diversity are 35% more likely to surpass peers, while those in the same bracket for gender diversity are 15% more likely to do the same. Research into 366 companies across the UK and US found strong evidence to suggest higher, than average diversity (racial/ethnic and gender) equals higher than average profits compared to similar organisations.(source: McKinsey)
• In the U.S., racial and ethnic diversity appears to have a greater positive impact on profit than gender diversity. This is not to imply, by any means, one is more important than the other. Rather, this could be simply because initiatives for gender-based diversity in the workplace are often a more familiar issue to those at the highest levels and have been around for longer. The beneficial financial impact has already been maximised in some companies as a result. (source: Study.com) 

In summary, racial and ethnic diversity will make the brands smarter, stronger and more successful, coupled with increased job satisfaction and employee retention.

FINAL THOUGHT

Goes to the black athletes, sports stars, musicians and celebrities that support the BLM movement. Sports brands are falling over themselves to be associated with them, so before they sign their multi-million sponsorship deals, take a look around the business, the room and the people they’re dealing with. What are the optics telling them about the Brand’s Diversity Equality and Inclusion values and policies? Does it align with them taking the knee, tweeting strong value statements, BLM, or their core values? If what they see and feel doesn’t align, then perhaps they should walk to, and talk to, a brand that does walk its talk!