Introduction

In an era where technological breakthroughs dominate headlines, we often credit the elite—the geniuses, the visionaries, the once-in-a-generation minds. But what if the secret to true innovation isn’t about being the smartest in the room? What if greatness isn’t reserved for a select few, but instead, something we can actively cultivate in everyone?

Given the recent task to initiate a STEM program using squishy circuits in the IEEE Pikes Peak Section, Dr John Santiago is leveraging his 41-plus years of technical leadership experience.

The most valuable leadership tool upon graduation from UCLA and being commissioned in the United States Air Force on June 29, 1977, is John Wooden’s Pyramid of Success.  As an avid student of John Wooden’s Pyramid of Success and leadership style, one of the author’s favorite quotes by John Wooden, one of the most respected leaders in college basketball history, believed exactly that. His words—“Make Greatness Attainable for All”—aren’t just an inspiring philosophy. They are a call to action, especially for those of us in IEEE, where the advancement of technology and mentorship go hand in hand.

Today, we stand at the intersection of education, engineering, and leadership. The question is: Are we building a future where greatness is truly within reach for all? Or are we gatekeeping it?

The Myth of Innate Genius in Engineering

Too often, engineering and science are portrayed as exclusive domains—reserved for the “best and brightest.” We celebrate the lone genius: the Nikola Teslas, the Alan Turings, the Grace Hoppers of the world. But this myth of innate talent ignores a fundamental truth: Greatness is built, not born.

The reality is, even the greatest minds had mentors. Einstein had Max Talmey. Turing had John von Neumann. Wooden’s players had him. Every innovator who changed the world was shaped by someone who believed in them.

So, why do we still operate under the illusion that only the top-tier engineers and scientists can make an impact? Why do we let so many talented individuals slip through the cracks simply because they weren’t “born brilliant”?

The answer isn’t about lowering standards. It’s about raising people up to meet them.

Mentorship: The True Catalyst for Engineering Greatness

At IEEE, we are in a unique position. We don’t just work with technology—we shape the future of it. But the future isn’t built in isolation. It’s built through mentorship, collaboration, and investment in the next generation.

Mentorship in Action: IEEE Life Member Affinity Group (LMAG)

Consider the IEEE Life Member Affinity Group (LMAG), where experienced engineers pass on decades of wisdom to young professionals and students. This mentorship isn’t just about technical skills—it’s about mindset, problem-solving, and leadership. It’s about teaching not just how to build circuits, but how to think critically and ethically about the technology we create.

Imagine an engineering student, hesitant, unsure if they belong in this field. Now imagine that same student under the guidance of a seasoned IEEE mentor—someone who helps them see their potential before they see it in themselves. That is the difference between untapped talent and a future leader in engineering.

Mentorship bridges the gap between talent and opportunity. It ensures that greatness is not just an abstract ideal but a tangible goal for anyone willing to put in the work.

Building an Inclusive Innovation Ecosystem

If we truly believe in Wooden’s philosophy—if we truly want to make greatness attainable for all (and for humanity)—we must actively create environments where diverse minds can thrive, contribute, and lead.

Three Actions We Can Take Today

  1. Expand Access to Engineering Education

    • Support K-12 STEM and STEAM initiatives, particularly in underrepresented communities.
    • Engage in programs like IEEE STEAM TEAMS and Squishy Circuits workshops to make engineering accessible and engaging.

  2. Invest in Mentorship at Every Level

    • Create mentorship programs that pair IEEE Life Members with young professionals and students.
    • Develop IEEE-affiliated leadership training programs that go beyond technical skills and focus on character-building, similarly to the military academies.

  3. Champion Collaboration Over Competition

    • Shift the narrative from “engineering as an exclusive club” to “engineering as a collective force for good.”
    • Encourage team-based innovation where interdisciplinary expertise is valued as highly as individual brilliance.

Greatness isn’t just about what you know—it’s about who you lift up along the way.

Final Thoughts: The Ripple Effect of Leadership

If Wooden had focused only on coaching the most talented players, we wouldn’t remember his name today. His impact wasn’t in individual victories—it was in the leaders he built.

Now, apply that to engineering. The world doesn’t just need more brilliant minds—it needs brilliant minds that create other brilliant minds.

The next great innovator in AI, blockchain, or renewable energy? They could be a high school student with untapped potential. The future leader in quantum computing? Maybe they just need an IEEE mentor who sees their greatness before they do.

So, I’ll leave you with this:

What if the measure of our success isn’t just in the patents we file or the papers we publish—but in the leaders we build?

That is how we make greatness attainable for all.

What’s Your Role in This?

  • Are you an IEEE Life Member? Start mentoring young professionals.
  • Are you a young engineer? Seek mentorship and pay it forward.
  • Are you an educator? Integrate mentorship and leadership lessons into your curriculum.
  • Are you a leader? Ensure your team fosters a culture where learning, inclusion, and mentorship are as important as technical achievements.

Greatness isn’t a gift—it’s a responsibility. Let’s make it attainable for everyone.

Are you in?

Au

Author’s Notes:

  1. For details and schedule of STEAM-TEAMS meetings using squishy circuits from the IEEE Pikes Peak Section, please visit their mini-site at:  Squishy-Circuits | IEEE Pikes Peak Section
  2. See strategic plan mini-site to help meet IEEE Region 5 priorities and Pikes Peak Section strategic goals:  Strategic Plan | IEEE Pikes Peak Section/
  3. For extension John Wooden’s Pyramid of Success (PyramidX-OS), currently a work-in-progress project, please visit: Extending the Pyramid of Success.   The emphasis in terms of IEEE technical leadership is on self-leadership, team leadership, and organizational leadership based on curiosity, connections, creating value, communication, collaboration and character.  These characteristics are based on the 6Cs found on the Kern Entrepreneurial Engineering Network (or KEEN) as an example of the extension.