It doesn’t matter what company you’re at, what industry you’re in, or what type of ERG you lead—there’s one universal truth I’ve seen across the board:

Every ERG wants the same outcome: More engagement + impact. Less burnout.

That’s the real goal. And if we’re being honest, that’s also the definition of scale: better outcomes, lower input—especially critical when you’re volunteering on top of your day job.

So this month, while we’re talking about “Blueprinting Success,” it’s time to get clear on what blueprinting really means for an ERG leader. There are three common “blueprints” floating around ERG spaces right now:

But not all of these are created equal—or worth your time.

Let’s break them down.

Charters are everywhere in the ERG space. And I get why. They sound official. They feel like something a “real” organization would have. So people assume having a charter means your ERG is structured and mature.

But here’s my honest take: most ERG charters are outdated, overused, and not actually helping anyone get things done (a pattern I’ve seen across hundreds of programs).

First off, most charters are packed with jargon no one actually uses. Words like “galvanize,” and “articles of governance.” Let’s be real—ERG leaders are volunteers, not legal teams. If most people can’t explain what a charter even is, that’s a red flag. If a document can’t be explained simply, it won’t be used consistently. And if it’s not being used, it’s just performative paperwork.

Second, charters tend to create more work than they solve. A lot of them ask ERG leaders to define their own mission, structure, roles, and internal processes—from scratch. But if this is one company-sponsored program, why are we asking every group to build governance from the ground up? What usually happens is every ERG ends up writing slightly different mission statements that all say the same thing, role definitions with no accountability, and structures that make cross-ERG collaboration harder. That’s not empowerment—that’s fragmentation. And fragmentation always leads to burnout.

There’s another big issue too: charters reinforce individualism instead of unity. When every ERG has its own charter, it sends the message that each group is its own mini-organization. But from a member’s point of view, this is one program. They’re not thinking about who wrote what—they’re experiencing the ERG ecosystem as a whole. When programs aren’t unified, it shows up as inconsistent member experiences, weaker manager support, slower collaboration, and limited scalability.

If this is a company-led program, there should be one strategy. One framework. One set of milestones that define what success looks like. Because members don’t join a stack of governance documents—they join a program.

And let’s be honest: most charters get written, approved, maybe presented once, and then forgotten. Some leaders even run a meeting to walk members through their charter. But that’s not the work. Members don’t care about the charter. They care about connection, development, and impact. If the document isn’t actively driving execution, it’s just paperwork.

So what’s the better option?

Every ERG program should have one centralized handbook. One simple, well-written resource that outlines guardrails, scope, shared roles, shared processes, budgeting, metrics, escalation paths, and programming guidance. It should live at the program level—not the ERG level. Leaders should be able to plug in and lead, not start from scratch.

That’s what scale looks like: more outcomes, less input.

Next up is the idea of having a strategy.

And yes—strategy is 100% necessary.

But it’s not the job of the individual ERG leader. That’s the role of the ERG Program Manager.

It’s the program that needs a clear strategy—one that outlines the vision, goals, and success metrics across all ERGs. From there, leaders should receive direction, not be expected to craft the whole thing from scratch. You shouldn’t have to make up the road just to walk it.

Because this is a company-sponsored program—one program—there should be one strategy, one journey, and one shared set of milestones that define what success looks like and when it’s time to level up. From the member’s perspective, this isn’t ten different ERGs—it’s one experience. When programs operate as siloed groups, things get messy fast: different standards, different structures, different outcomes. Having unified direction from the top isn’t about control—it’s about removing the guesswork. And if the company is leading the program, the company should be providing that strategic overview.

If charters are outdated and strategies belong at the program level, what blueprint should ERG leaders be focused on?

Simple: an annual plan.

Out of all the documents floating around the ERG world, this is the one that’s actually useful. Why? Because an annual plan doesn’t just talk about ideas or high-level vision—it lays out what you’re actually going to do. It’s not conceptual. It’s operational.

Charters and strategies speak in theory. Annual plans speak in actions.

That difference matters more than most people realize. Charters are often performative, and strategies are great—but they’re for the overall program. What ERG leaders need is a tool that helps them run their group effectively. That’s what an annual plan is: a functional, execution-ready roadmap.

And let’s be real—if you’ve ever thought “just tell me what I need to do,” this is that.

Your annual plan should spell out:

This is how you avoid burnout. This is how you divide and delegate the work clearly across your team. It’s not about creating a perfect plan—it’s about creating a usable one.

And no, this doesn’t mean you need to create it from scratch. In fact, you shouldn’t.

You should be handed a template from your ERG Program Manager that gives you a structure to plug into. But filling it out? Owning it? That’s your lane as an ERG leader.

An annual plan keeps everyone focused. It helps new team members onboard faster. It gives you something to reference when priorities get cloudy. And most importantly—it puts your energy into execution instead of spinning your wheels figuring out what to do next.

So if you’re blueprinting success this year, make this the doc you prioritize.

Not a fluffy charter.

Not a strategy that belongs to the overall program.

A real, working, leader-owned annual plan.

That’s the one that actually moves things forward.

And a Reminder… This Is a Company-Sponsored Program

Your company should define the purpose, direction, and structure of the ERG program. Your job is to clarify what your group is actually going to execute — and when. Because when volunteers have clarity, they can move faster, build better, and avoid burning out trying to invent the wheel. That’s the blueprint that actually leads to impact.

For The Record…

Now, for the record—don’t get me in trouble.

If your company requires you to build a charter or a strategy for your individual ERG, so be it. A lot of places still do. That’s because many are still operating with outdated organizational habits—trying to mirror structures that don’t actually reflect how ERGs work best.

So yes, you might be required to do the thing. But just know the why behind it—and if you’re a Program Manager reading this, know that you can reduce the unnecessary lift. We get a lot closer to true scale—less input, more output—when we make it easier for ERG leaders to execute. Help them focus on the blueprint that actually matters.