How to Slow Down the Pressure From Executives on Your ERG Program
To manage executive pressure on ERGs, reframe conversations around controllable inputs rather than big outcomes. Use data and benchmarking to set realistic expectations.
🎙 Watch this ERG Movement Podcast Episode for strategies on managing executive expectations without burning bridges.
ERG leaders often feel caught between the enthusiasm of executives — who want fast results — and the reality of running a volunteer-led program with limited resources. Learning how to push back on unrealistic timelines and demands is one of the most important skills an ERG program manager can develop.
Reframe the Conversation Around Inputs
Executives love outcomes. But ERG outcomes take time. One of the best ways to slow things down without demotivating anyone is to shift the focus from outputs to inputs.
Instead of promising a 20% increase in ERG membership in 90 days, commit to:
- Launching a listening tour with 3 ERGs this quarter.
- Implementing a new ERG communications strategy.
- Running a pilot mentorship program with 10 pairs.
These are controllable, measurable inputs that build toward bigger outcomes.
Use Data as a Brake
When executives push for speed, data is your ally. Show them what other companies of similar size and industry experience. Reference our article on how ERG programs can use data to benchmark and set realistic expectations.
Set Boundaries with Your Executive Sponsor
Your executive sponsor should be a protector, not an additional source of pressure. If an executive is pushing too hard, loop in the sponsor to help manage expectations upward. For more on this dynamic, see why ERG leaders and DEI leaders do not always get along.