What ERG Peers are Saying…
Over the past few weeks, I asked several ERG leaders a broad set of questions. I wanted to understand what feels hard, and also what feels energizing, what they wish they had known sooner, and what kind of support would actually make a difference.
The hardest parts were not surprising, but they were deeply human. Leaders talked about struggling to maintain engagement and consistent buy-in. They described the tension between wanting programming to be meaningful and developmental rather than purely celebratory. Several spoke about balancing ERG leadership with their primary roles and the quiet pressure of wanting to excel at both. Even in supportive environments, securing funding and demonstrating alignment with business priorities can feel like an uphill climb. In less supportive environments, ERGs can feel decorative or underutilized, which makes the effort feel heavy.
And yet, when I asked what felt energizing, the answers shifted. Leaders lit up when describing programming that connected personal development to real workplace challenges. Panels on women’s health, honest conversations about career growth, professional development workshops, and in-person networking events with strong social components stood out. What seemed to matter most was connection with purpose. Activities that created space for people to learn, grow, and feel less alone consistently rose to the top.
When I asked what they wished they had known earlier, many mentioned momentum. ERGs take time to build. Engagement is not always immediate. There is no single “right” way to run a group. Decision fatigue is real, especially when you are consuming endless articles and best-practice lists. At some point, action matters more than perfection.
Where do they learn? Mostly through crowdsourcing. Online research. Conversations with peers. Newsletters. Other organizations. A patchwork of resources gathered in spare moments between meetings. The appetite for learning is there, but so is overwhelm.
And when I asked what they would want in a weekly newsletter just for ERG leaders, the answers were remarkably consistent. They want plug-and-play ideas that respect their limited time. They want concise research summaries and leadership insights. They want tools and templates they can actually use. They want case studies from other ERGs so they do not have to reinvent the wheel. They want language that helps them advocate for clarity, resources, and recognition. They want collaboration. They want support.
What struck me most was this: none of them questioned the value of ERGs. They questioned whether the structures around them are designed to sustain the people doing the work.
The commitment is not the problem. The scaffolding often is.
As you continue building and refining your ERG, if you find yourself in need of programming or facilitation support, I’d be honored to partner with you. The work we do together is energizing, grounded in neuroscience, and designed to actually shift something and not just fill the calendar.
