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Let's dive into a scenario I bump into pretty often. Picture this: A company has an ERG Program, several ERGs, and a varying number of leads for each. More often than not, you'll find that one or two ERGs, usually one of which being the Women’s ERG, have chapters. While especially true for global companies, it's not unheard of for companies with major offices in a singular country. On paper, it sounds great, right? A “localized” ERG should boost involvement, or so the theory goes.

But here's the twist. Their engagement remains low, and now it's even more diluted across these tiny chapters. What's more, members eager to connect globally are now stuck in a silo. And guess what? All those leads are burning out, and members are not less and less involved by the day. So, what up? What's the real issue here, and what's the solution?

The Core Problem

Let me paint you a picture with a real-life example. I worked with a Fortune 500 company facing this exact challenge. They were global, with less than 3k employees, running 5 ERGs. The Women’s ERG? They had a whopping 11 leaders, while other ERGs managed with 7 or fewer. This isn't uncommon, as Women’s ERGs often receive the most support, which often translates into added members of the Leadership Team. During a Listening tour, it became clear that this ERG was the only one with chapters – one each in EMEA, APAC, the US, and even a niche one for “Women in Tech”.

First stop in my investigation? Slack. The Women’s ERG had six channels – one for each chapter, a Donut channel for automated coffee chat coordination, and an "overall" channel. Guess which channel was buzzing with activity? Yep, the Donut one - an automated channel that required list to no engagement work from the leads. The others? Ghost towns, with sparse posts from the leads themselves or a lonely article that no one bothered to respond to. Meeting attendance? A sad affair, with sometimes only the leads turning up.

Premature scaling of chapters can be a death sentence for ERGs, thinning out leadership impact. If you're clued into The ERG Movement Model, you'd know scaling is a Late Adolescence phase thing – after the program's proven its sustainability.

The Top Issues with Premature ERG Chapters

1. Lack of Unified Vision: Chapters are often seen as separate entities, leading to fragmented vision and actions.
2. Inconsistent Practices: Each chapter might do things differently, creating a patchwork of practices and standards.
3. Resource Mismanagement: With no central command, resources get spread too thin or unevenly, sparking conflicts and reducing effectiveness.
4. Measurement Challenges: Varied objectives and practices across chapters make it tough to gauge overall impact, complicating value demonstration and support.
5. Communication Glitches: Poor organization leads to communication breakdowns, both within the ERG and with the broader organization, leading to misalignments and misunderstandings.
6. Volunteer Overextension: The risk of stretching volunteer members too thin, inviting burnout and high turnover.
7. Adaptation Struggles: Without solid governance, ERGs struggle to adapt to organizational changes and scaling effectively.

In plain speak, as I often say (with love), you shouldn’t scale mess.

Crafting a Solution

So, how did we untangle this mess? My first advice to the leads of the chapter-ized ERG: Scrap the chapters. Sure, there was resistance in that conversation, but I stood my ground. And the turning point? Cold, hard data. Slack engagement was dismal – under 5%, some at a stark zero. By contrast, other ERGs without chapters, though not perfect, showed better engagement.

Now, here's where empathy meets strategy. I could see the worry etched on the leads' faces – they were dedicated but drowning. So, I steered the conversation towards understanding. It wasn't about pointing fingers; it was about acknowledging their hard work and refocusing efforts for greater impact. We talked about their community – a global tapestry of individuals united by shared passions. Why confine them to silos when they could thrive in a connected, global network?

So we combined their Slack channels all into one Global channel for their ERG (and ditched the separate Donut channel). We aligned their leadership with the other ERGs new governance structure.

The solution? Consolidating chapters. And guess what? Event engagement skyrocketed, and Slack activity in the unified channel jumped to 19%.

The Way Forward

Remember, scaling in ERGs should mirror the growth stages outline in The ERG Movement Model. It's a Late Adolescence move – a phase when your ERG has already navigated the early hurdles and is showing signs of sustainable growth. Before you even think of scaling, ensure there are clear metric milestones. These are your beacons of progress, telling you when it’s time to expand thoughtfully.

In our case, post-consolidation, the magic began to happen. Engagement grew - and the leads, initially apprehensive, began to see the fruits of this streamlined approach. They started to feel less like isolated chapter heads and more like integral parts of a vibrant, global community.

Steps for ERG Program Managers

For ERG PMs eyeing chapter consolidation, here's my playbook:

1. Gather and Analyze Data: Start with the current state of affairs. How are your chapters performing? Where's the engagement at?
2. Set Clear Metrics for Success: Define what success looks like. This isn't just about numbers; it's about meaningful engagement and impact.
3. Plan the Transition: Map out how you’ll consolidate. Who will lead? How will communication channels merge? What’s the timeline?
4. Highlight the Power of Community: Remind them that their community is global, a network of individuals united by shared goals and passions.
5. Empathize with the Leads: Understand their concerns, acknowledge their efforts, and align them with the bigger picture.
6. Support the Transition: Be there for the leads and members. Offer guidance, listen to feedback, and tweak your approach as needed.
7. Celebrate and Reflect: Recognize the efforts, celebrate the wins, and learn from the journey. This is how you build a resilient ERG culture.

My take? Less is more. Chapter consolidation needs to become a thing. Even with a global approach, it's about creating a unified, connected community. For larger ERGs (500+ members) in big organizations (5000+ employees), chapters can work. But it's all about timing and doing it right. Consolidating chapters is more than a structural change; it's about fostering a unified, empathetic community that spans the globe. It's about ensuring every member, no matter where they are, feels part of something bigger.

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