About volunteering: I think that volunteering for a profession is a meaningful and gratifying experience. I feel that when I am donating my professional skills to a good cause, I demonstrate a commitment to a community that has shaped me as I am. Volunteering also gives me an opportunity to return to the profession that has given me so much. While volunteering I share my skills and enthusiasm in order to have an impact, and at the same time I believe that I can make a difference.
As I receive no pay for volunteering, my motivation is fully altruistic except for one aspect. I derive a personal satisfaction from serving goals that I am passionate about. When volunteering for IEEE, I always feel the trust, collegiality, and professionalism of the organization, and of the people who I work with. It’s probably because we are all motivated by the goals that we all believe in. It feels as though IEEE volunteers share a connected mind as we are all dedicated to working for the common good.
About leading IEEE: The aspect of volunteering and leading is different from general volunteering because it requires a special set of skills and experience. When I think about how to be a leader of a large organization such as the IEEE, I often think of the special attributes that I feel a leader must have. In my order of priority, a leader must be:
- passionate and knowledgeable about the organization
- forward-thinking and ready to take a reasonable risk
- able to identify and understand critical directions that are vital for the organization’s success
- ready to propose new initiatives that the organization should pursue
- able to understand the process and timeline of how to get financial and grass-root support for these initiatives
An important job for a leader of a membership-based organization such as the IEEE is to keep the balance between the services that our members are expecting to receive from the IEEE and the investment expenditures that the organization requires to succeed in the future. This is akin to balancing the current consumption levels with future investments, a dilemma that most families or businesses face.
However, IEEE as an organization that leads the advancement of technology, must constantly operate on its cutting edge. And we can’t champion the technology effectively if our operations are not using the most modern infrastructures available at this information age. To use an example: since our strength is in building the intellectual property and advancement of technology, we should plan to deliver to our members and subscribers more knowledge as opposed to providing them with the classic information. The classic information is formatted as traditional papers and it does not answer questions that a reader might have. If we provide our IP users/members with the knowledge and answers to their questions, or if a design or algorithm is recommended, this will be of more value than purely traditional papers. This is akin to what search engines can do today for standard internet content and I believe the IEEE can do so as well through the use of a discovery platform and data analytics.