ERG leaders today are expected to keep members engaged, foster belonging, and deliver meaningful programming, all while managing demanding full-time roles. At our Bay Area ERG Champs Pop-Up, leaders gathered in person for a candid conversation about what’s truly driving burnout and how to create impact without exhausting the people doing the work. The session was also streamed live for those joining virtually.

Moderated by Jade Choy, the discussion featured, Emily Arevalo (Poshmark), Mija Lieberman (Seramount), and Taylor Galusha (Chime). The session was also streamed live for those who joined virtually, extending the conversation beyond the room.

Here are the key insights they shared

When you hear “ERG burnout,” what do you think is the real root cause?

1. Misaligned expectations - Mija

 Burnout often stems from ERG leadership being volunteer-based and layered on top of full-time roles. When the work isn’t formally recognized, integrated into performance reviews, or supported by managers, it becomes overwhelming. Even when compensated, it’s still “extra,” and without proper acknowledgment, it leads to exhaustion.

2. Unrealistic self-expectations - Taylor

 Beyond company misalignment, leaders place intense pressure on themselves. They care deeply about their communities and want to fully bring that identity or experience into the workplace. That passion sets an incredibly high bar—expecting full engagement, deep impact, and widespread participation—which isn’t always realistic. This internal pressure contributes heavily to burnout.

3. Lack of structure and governance - Emily

 Burnout also happens when ERGs lack clear planning, governance, and boundaries. Without defined objectives, measurement, budgets, and communication plans, leaders can overextend themselves chasing too many ideas. A lack of organization and focus drains energy unnecessarily. Clear structure, guardrails, and guidance help prevent wasted effort and exhaustion.

How do you define what an ERG is responsible for and what it is not responsible for?

ERGs are most effective when their role is clearly defined, aligned to business goals, and bounded by realistic expectations.

Mija explained that ERGs need clear governance, a charter, and defined goals to stay focused and realistic given limited time and cross-functional leadership. She described their role as advancing inclusion and culture, supporting community impact, contributing to recruitment and employer brand, and — in more mature programs — influencing business outcomes. She emphasized alignment with organizational strategy and reminded leaders that while ERGs can offer a safe space for difficult conversations, they are not mental health professionals.

Emily added that ERGs are not responsible for carrying company culture or acting as the workplace experience team. Instead of trying to engage the entire company, leaders should focus on activating existing members and moving them from passive to active participation to avoid unnecessary burnout.

What’s one hard truth companies need to hear about preventing ERG burnout?

Taylor shared the hard truth that intense company cultures often fuel ERG burnout. When employees are already working under constant pressure — tight timelines, nonstop messages, and urgent demands — that strain carries into ERG leadership. If someone barely has capacity for their core role, sustaining an ERG becomes unrealistic, making burnout a reflection of broader organizational stress.

He also challenged expectations around culture-building. ERG leaders are not responsible for creating transformational moments; their role is to facilitate connection. The impact may be subtle — even one meaningful connection sparked by an event is culture taking root. Organizations must shift from expecting ERGs to manufacture belonging to recognizing their role in creating the conditions for it.

How do you decide what programming is actually worth doing — especially when the team is tired? 

Emily explained that preventing burnout starts with helping ERG leads clarify their goals and set clear objectives through annual action planning. By defining priorities and assessing bandwidth, leaders can focus on what’s realistic — sometimes simple touchpoints like a coffee chat alongside one larger event. If capacity shifts, plans can shift too; preserving energy matters more than sticking rigidly to a plan.

She emphasized efficiency and intentionality, noting that one lead avoided burnout by mapping an entire quarter in a single planning session — outlining objectives, communications, and timelines in advance. She also encouraged leaders to design programming around member needs, focusing on simple, high-impact connection opportunities.

What systems or frameworks have you seen work for ERG leaders so they’re set up for success and reduce the chances of burnout?

Taylor shared that templating and standardizing recurring work is one of the most effective ways to reduce stress. By creating repeatable structures — such as monthly themes, scheduled Slack posts, member spotlights, and consistent event timing — leaders can “plug and play” instead of reinventing the wheel each month. Planning the calendar in advance spreads the workload evenly and prevents overwhelm during busy work periods.

Mija emphasized focusing on quality over quantity. ERGs don’t need to compete for attention or host constant programming; instead, they should execute a few initiatives that align strongly with their strategy and deliver meaningful impact.

Emily described using an annual action planning process where leaders submit objectives and activities before each quarter begins, helping them avoid scrambling mid-quarter. She also supports leaders with templates, monthly check-ins, and administrative guidance to reduce workload. Most importantly, she stressed flexibility — recognizing that ERG leaders have full-time jobs and adjusting expectations during especially busy periods. In those times, scaling back to a single event or asynchronous engagement can still sustain community without overwhelming volunteers.

The Shift Toward Sustainable Impact

Across the discussion, one message was clear: sustainable ERGs are not powered by heroic effort. They are built on clarity, structure, alignment, and realistic expectations.

The goal isn’t to do more. It’s to create meaningful connection and momentum — without burning out the people leading the work.

For additional insights and audience Q&A, watch the full session recap.