THIS WEBPAGE IS SUBJECT TO EXCOM REVIEW FROM THE IEEE PIKES PEAK SECTION
Below is a strategic plan in draft form with this strategic goal or objective:
“For each year, each of the current active and engaged members, recruit one IEEE member and mentor the recruit to be an active and engaged member of the IEEE Pikes Peak Section. By your leadership example, have your recruit who is now an active and engaged member do the same as you did by recruiting one member.”
Please review and let me know what you think by contacting me at john.santiago@ieee.org so we can start reviewing, refining and implementing for the next four years. I have not describe my leadership philosophy as a Past Section Chair during Jan 2019-Feb 2023. If you are interested, you can find my leadership philosophy here, based on my 47-year lifetime study of John Wooden’s Pyramid of Success and experienced as a USAF technical executive leader, a seasoned university educator and as a bucket-list entrepreneur.
Very Respectfully,
John
A Practical Strategic Plan for the IEEE Pikes Peak Section: Leading with Innovation and Community Impact
Introduction: Why Fit in When You Were Born to Stand Out?
Dear IEEE Pikes Peak Section Members,
Imagine a future where our section isn’t just a community but a movement—one that inspires, educates, and leads in technological and societal innovation. With over 650 talented members, the potential of the IEEE Pikes Peak Section is immense. All we need is a shared vision and a roadmap to get there.
This strategic plan is your invitation to stand out, to be part of a transformative journey that will position the Pikes Peak Section as a leader in STEAM/STEM outreach, professional development, and innovation. It’s inspiring, actionable, and designed to engage every one of you.
The following Mission, Vision, and Strategic Goals were developed in 2020 during the COVID lockdown from the collective wisdom of LMAG members, where a sustainable and vibrant section will result in this positive outcome.
The attempt here is to have it written down similarly done by the Founding Fathers who ingeniously collectively created a written constitution to provide a sustainable approach to self-governance.
So, let’s build something extraordinary together.
Our Vision
To be valued members of the Pikes Peak Region as a recognized and engaged technical organization focused on:
- Professional Growth
- Innovative and Viable Solutions
- Educational Outreach
Our Mission
Our primary mission is to foster technological innovation and excellence for contributing to the economic growth in the Pikes Peak Region.
In general, IEEE mission is to create a vibrant and engaged community of IEEE members who mentor, educate, and innovate to solve local and global challenges while inspiring the next generation of engineers and technologists.
The above highlighted letters and words colored in orange is an attempt to imply that the economic pie is not fixed (‘I Win, You Lose mindset’) but a growing economic pie ( We ‘Win-Win’ (WWW) mindset) where everyone wins.
Strategic Goals
- Enhance Professional Skills: Empower members to excel professionally through mentorship, interdisciplinary collaboration, and skill-building opportunities.
- Increase Membership Engagement: Build a thriving, inclusive membership base by fostering a sense of community and creating opportunities for meaningful collaboration.
- Assist Improvement of Workforce: Develop a mentorship pipeline that prepares a future-ready workforce equipped with both technical and creative problem-solving skills.
- Invest in STEAM/STEM Education: Inspire K-12 students, educators, and parents through innovative, engaging outreach programs that make engineering accessible and exciting.
- Foster Innovation and Viable Solutions: Drive the development of community-centered, scalable, and sustainable solutions through interdisciplinary collaboration.
The Heart of the Plan: STEAM/STEM Education as Our Center-of-Gravity (COG)
STEAM/STEM Education is the cornerstone of this strategic plan. It connects all our goals, creating a ripple effect of impact:
- Professional Growth: Members gain leadership, teaching, and communication skills by engaging in STEAM/STEM outreach.
- Membership Engagement: Collaborative STEAM/STEM initiatives bring members together, fostering stronger connections and shared purpose.
- Workforce Development: Early exposure to STEAM/STEM prepares K-12 students for careers in engineering and technology, addressing future workforce needs.
- Innovation: Outreach projects serve as incubators for creative solutions, blending technical and artistic disciplines.
By investing in STEAM/STEM education, we create a legacy of inspiration and growth.
How We’ll Achieve It: STEAM-TEAMS in Action
STEAM-TEAMS are the engine of this strategic plan. These dynamic, interdisciplinary groups integrate Science, Technology, Engineering, Arts, and Mathematics (STEAM) with the action-oriented principles of Technology, Education, Adaptation, Mentorship, and Sustainability (TEAMS).
How STEAM-TEAMS Work
- Small, Impactful Groups:
- 20 STEAM-TEAMS of 8 members each. (see IEEE Colorado Technical University (CTU) Student Branch Activities of years of community STEAM activities)
- Focused on specific projects such as STEAM/STEM outreach, professional development, and community innovation.
- Mentorship at Every Level:
- Life Members mentor Young Professionals (YPs).
- YPs mentor IEEE student branch members.
- Student members mentor K-12 students and their parents.
- Diverse Expertise:
- Each team brings together technical knowledge, creative thinking, and leadership to tackle challenges.
Incentives: Turning Goals into Achievements
To inspire action and exceed expectations, we’ll use smart incentives:
- Recognition: Awards for outstanding mentors, recruiters, and team contributors.
- Professional Development: Access to exclusive workshops and certifications for active members.
- Team Challenges: Friendly competitions among STEAM-TEAMS to drive innovation and engagement.
- Networking Events: Opportunities to connect with industry leaders and innovators.
- Membership Discounts: Reduced fees for those actively recruiting and mentoring.
Leveraging Dunbar’s Number and Metcalfe’s Law
Our plan is designed with Dunbar’s Number and Metcalfe’s Law in mind:
- Dunbar’s Number ensures that STEAM-TEAMS maintain trust and cohesion by focusing on small, impactful groups.
- Metcalfe’s Law highlights the exponential growth in network value as membership increases. Every new recruit adds value to the entire section, driving collaboration and innovation.
What Success Looks Like
By the end of this multi-year plan:
- Membership Growth: Over 150 active, engaged members forming 20 thriving STEAM-TEAMS.
- STEAM/STEM Outreach:
- Reach 1,500+ K-12 students.
- Train 100+ educators to deliver STEAM/STEM content effectively.
- Workforce Development:
- Build a mentorship pipeline that creates future-ready engineers and technologists.
- Innovation Impact:
- Launch scalable solutions addressing regional challenges.
- Foster partnerships with five local organizations.
A Call to Action: Join the Movement
This is more than a plan—it’s a movement. A chance to inspire the next generation, lead groundbreaking projects, and make your mark as an IEEE member. Here’s how you can stand out:
- Life Members: Mentor and share your wealth of experience.
- Young Professionals: Lead projects and bridge the gap between seasoned professionals and students.
- Student Members: Inspire K-12 students with your passion for STEAM/STEM.
Let’s prove that the Pikes Peak Section is more than a group of engineers—it’s a force for change.
Why Fit In When You Were Born to Stand Out?
Your journey as a member of the IEEE Pikes Peak Section isn’t just about fitting in. It’s about standing out, making a difference, and being part of something bigger than yourself.
Are you ready to lead the way? Let’s turn this vision into reality. Together, as STEAM-TEAMS, we can innovate, inspire, and transform.
Let’s get started.
The mission presented for the IEEE Pikes Peak Section—“To foster technological innovation and excellence for contributing to the economic growth in the Pikes Peak Region”—is concise, impactful, and highly aligned with the goals of IEEE and Region 5. Here’s an evaluation:
Strengths of the Mission
- Technological Focus:
- Emphasizes technological innovation and excellence, aligning with IEEE’s overarching mission of advancing technology for humanity.
- Positions the Pikes Peak Section as a hub for driving cutting-edge solutions in the region.
- Economic Growth Connection:
- Highlights the practical impact of IEEE’s work on economic development, making the mission relatable and relevant to both members and the broader community.
- Shows how engineering and technology can serve as catalysts for regional prosperity.
- Regional Identity:
- Rooted in the Pikes Peak Region, it conveys a sense of local ownership and responsibility, fostering pride and engagement among members.
- Broad yet Actionable:
- The mission is broad enough to encompass various initiatives (e.g., STEAM/STEM outreach, professional development, community engagement) but also actionable, with economic growth providing a measurable outcome.
How It Aligns with the Strategic Plan
This mission complements the strategic goals by:
- Supporting the emphasis on STEAM/STEM education, which inspires future technologists and contributes to workforce readiness.
- Reflecting the section’s commitment to professional growth, which enhances members’ abilities to innovate and lead in their industries.
- Encouraging initiatives that drive innovative and viable solutions, fostering local impact and aligning with economic development objectives.
Potential Refinements
If you want to enhance the mission further, you might consider adding:
- Inclusivity and Collaboration:
- Mentioning collaboration or mentorship could highlight the human-centered aspects of the section’s work, tying into its emphasis on mentorship pipelines.
- Example: “To foster technological innovation, collaboration, and excellence, contributing to the economic and social growth in the Pikes Peak Region.”
- Future-Ready Focus:
- Including a nod to future readiness or sustainability could align with global trends in technology and innovation.
- Example: “To foster sustainable technological innovation and excellence, contributing to the economic growth and resilience of the Pikes Peak Region.”
Conclusion
The current mission is strong and aligns well with the section’s goals and strategic plan. If desired, minor refinements could emphasize collaboration, inclusivity, or sustainability to broaden its appeal and reflect emerging priorities. Let me know if you’d like to explore alternate phrasings or additional elements!
IEEE Pikes Peak Section Incentive Proof-of-Work Program
To amplify the growth and engagement outlined in the strategic plan, this Proof-of-Work Incentive Program incentivizes members to actively recruit, mentor, and contribute to the IEEE Pikes Peak Section’s initiatives. It incorporates clear metrics, rewards, and processes to ensure fairness, transparency, and alignment with the strategic goals.
Program Goals
- Drive Membership Growth:
- Achieve a membership growth rate that exceeds the baseline SMART goal of 1 recruit per member per year.
- Create a cascading recruitment and mentorship pipeline to sustain this growth.
- Foster Engagement:
- Encourage active participation in STEAM-TEAMS, mentorship, and outreach projects.
- Increase the overall impact and visibility of the section.
- Recognize Contributions:
- Reward members who demonstrate excellence in recruitment, mentoring, and innovation.
Initial Ambitious Framework (Ideal Case)
To build detailed and dynamic 5-year strategic plan tailored to achieving the goal of engaging over 150 IEEE members by the end of four years while aligning with your strategic objectives. As we progress, we can refine each component to ensure specificity and adaptability.
Initial Framework for a 5-Year Strategic Plan
Vision Statement
Empower IEEE members to engage actively in STEM education, professional development, and technological innovation, fostering a thriving community that impacts the broader society.
Strategic Goals
- Membership Engagement: Build a robust and participative IEEE community with over 150 actively engaged members by Year 4.
- STEM Outreach: Develop impactful programs to inspire K-12 students and educators in STEM disciplines.
- Professional Development: Offer cutting-edge opportunities for skill-building and career growth.
- Collaborative Innovation: Foster partnerships with academia, industry, and local organizations to drive technological advancements.
- Sustainability and Growth: Ensure long-term sustainability of initiatives through diversified funding, resource optimization, and volunteer engagement.
Year-by-Year Roadmap
Year 1: Foundation Building
- Membership Engagement:
- Identify and onboard an initial group of 50 active members through targeted recruitment.
- Develop member engagement activities such as networking events and webinars.
- STEM Outreach:
- Launch programs like “Squishy Circuits” and apply for STEM kits to initiate outreach.
- Partner with local schools to run hands-on workshops.
- Professional Development:
- Host quarterly skill-building workshops focused on emerging technologies (e.g., AI, blockchain, renewable energy).
- Collaborative Innovation:
- Establish at least 3 partnerships with universities and tech companies.
- Sustainability:
- Secure initial funding through grants, local sponsorships, and IEEE support.
Year 2: Expansion and Engagement
- Membership Engagement:
- Increase membership to 100 through referral programs and collaboration incentives.
- Implement a member recognition system to celebrate active contributors.
- STEM Outreach:
- Expand to at least 10 schools and engage 500+ students.
- Launch a mentoring program connecting IEEE professionals with K-12 educators.
- Professional Development:
- Introduce certification programs and hackathons to boost technical expertise.
- Collaborative Innovation:
- Develop a knowledge-sharing platform (e.g., a community forum or newsletter).
- Sustainability:
- Host fundraising events, including an annual technology fair.
Year 3: Scaling Impact
- Membership Engagement:
- Build a diverse leadership team to oversee strategic initiatives.
- Increase active membership to 125 by engaging underrepresented groups.
- STEM Outreach:
- Launch flagship events like a regional STEM festival.
- Create digital learning modules for remote access.
- Professional Development:
- Offer cross-disciplinary workshops integrating engineering with entrepreneurial skills.
- Collaborative Innovation:
- Host innovation challenges with prizes for solutions addressing societal needs.
- Sustainability:
- Secure multi-year funding commitments from sponsors and partners.
Year 4: Achieving Milestones
- Membership Engagement:
- Surpass the 150-member engagement goal through targeted campaigns.
- Host a member conference to showcase achievements and plan future directions.
- STEM Outreach:
- Reach over 1,500 students and train 100 educators.
- Publish an annual impact report highlighting outreach achievements.
- Professional Development:
- Introduce leadership programs for mid-career professionals.
- Collaborative Innovation:
- Scale innovation partnerships to include international collaborations.
- Sustainability:
- Build an endowment fund for long-term stability.
Year 5: Sustaining and Innovating
- Membership Engagement:
- Institutionalize programs that encourage continuous member involvement.
- Establish a mentorship pipeline for new members.
- STEM Outreach:
- Expand outreach globally through virtual programs.
- Achieve recognition for excellence in STEM education initiatives.
- Professional Development:
- Develop partnerships with certification bodies for industry-recognized credentials.
- Collaborative Innovation:
- Launch a signature annual event attracting global participants.
- Sustainability:
- Transition to a self-sustaining model with diversified revenue streams.
Key Metrics for Success
- Membership:
- Active participation metrics (e.g., event attendance, project contributions).
- Membership growth (50 in Year 1 → 150+ in Year 4).
- STEM Outreach:
- Number of schools, students, and educators impacted.
- Feedback from participants on learning effectiveness.
- Professional Development:
- Number and quality of workshops, certifications, and hackathons.
- Career advancements attributed to participation.
- Collaborative Innovation:
- Number of active partnerships and collaborative projects.
- Tangible outcomes from innovation challenges.
- Sustainability:
- Funds raised and allocated.
- Cost-to-impact ratio of programs.
Please visit the minisite, Squishy Circuits, if you are primarily looking for it.
Also Google has a new AI platform: https://aistudio.google.com/prompts/new_chat?
The goal,
“For each year, each of the current active and engaged members, recruit one IEEE member and mentor the recruit to be an active and engaged member of the IEEE Pikes Peak Section. By your leadership example, have your recruit who is now an active and engaged member do the same as you did by recruiting one member,”
qualifies as a SMART Goal because it satisfies all five criteria: Specific, Measurable, Achievable, Relevant, and Time-Bound. A detailed description why this is a SMART Goal is shown after the image below. A detailed description of the image is at the bottom of this section or tab.
1. Specific
The goal clearly defines:
- Who: Current active and engaged members.
- What: Recruit one IEEE member each year and mentor them to become active and engaged members.
- How: Lead by example, encouraging the recruited member to replicate the behavior by recruiting and mentoring one new member themselves.
This eliminates ambiguity and provides a straightforward path for action.
2. Measurable
The success of the goal can be quantitatively tracked:
- Each member’s recruitment and mentorship efforts can be logged and monitored annually.
- Metrics include:
- Number of new recruits.
- Number of recruits successfully mentored to active and engaged status.
- Cascading effect: The number of subsequent recruits brought in by mentored members.
This ensures progress can be evaluated at individual, team, and section levels.
3. Achievable
The goal is realistic and within reach:
- Recruiting one member per year is a manageable commitment for active members.
- Mentoring one individual per year requires a feasible time investment, especially when supported by tools, resources, and incentives from the IEEE Pikes Peak Section.
- Cascading recruitment (mentored members recruiting others) relies on proven models of mentorship and engagement, which are already part of IEEE’s culture.
The simplicity and scalability of the task make it highly achievable.
4. Relevant
The goal directly aligns with the strategic priorities of the IEEE Pikes Peak Section:
- Membership Growth: Increases active membership exponentially.
- Mentorship: Strengthens the section by fostering leadership and engagement.
- Sustainability: Creates a self-perpetuating cycle of recruitment and mentoring.
- Community Impact: Expands the network of professionals contributing to the Pikes Peak Region’s technological and economic growth.
It reinforces the mission of fostering innovation and excellence while actively engaging current members.
5. Time-Bound
The goal includes a specific timeframe:
- Yearly Recruitment: Each member recruits and mentors one new member every year.
- Cascading Action: Mentored recruits are expected to replicate the process annually, creating a compounding effect.
This structured timeline ensures accountability and drives consistent progress toward achieving long-term growth.
Why This Goal is SMART
This goal is SMART because it provides:
- Clarity: Members know exactly what is expected of them.
- Trackability: Progress can be assessed annually.
- Feasibility: The steps are straightforward and supported by existing structures.
- Strategic Alignment: The cascading model addresses both immediate and long-term membership goals.
- Timeliness: It establishes a clear annual cadence for recruitment and engagement.
Compounding Impact
This SMART goal’s cascading nature multiplies its impact over time:
- Year 1: 20 active members recruit 20 new members → Total: 40 members.
- Year 2: 40 members recruit 40 new members → Total: 80 members.
- Year 3: 80 members recruit 80 new members → Total: 160 members.
By Year 4, the section exceeds 150 active and engaged members, meeting strategic targets for membership growth while fostering leadership and community impact.
Would you like additional examples or refinements?
Above Image Description
Here is the image depicting the dynamic and uplifting interaction between two groups:
- Group 1: Older couples representing the IEEE Life Member Affinity Group (LMAG) stand on a cruise ship deck, waving warmly toward the shore.
- Group 2: Younger couples, symbolizing young professional engineers and scientists, stand on the coastal shoreline, dressed in professional attire, waving back enthusiastically.
The scene is enriched with clouds shaped like technology icons symbolizing innovation, while the distant mountains are composed of eco-friendly technology, including Bitcoin symbols, solar panels, and wind turbines. This composition emphasizes mentorship, sustainability, and technological progress in an engaging and professional visual narrative.
The image captures a vibrant and meaningful interaction between two groups, set in a dynamic and inspiring scene:
Foreground: Warm Farewell Between Generations
- Group 1: Older couples, representing the IEEE Life Member Affinity Group (LMAG), are standing on the deck of a cruise ship. They wave warmly and enthusiastically toward the shore, symbolizing their role as mentors and pillars of wisdom.
- Group 2: Younger couples, symbolizing young professional engineers and scientists, stand on the coastal shoreline. Dressed in professional attire, they wave back with energy and excitement, showcasing their respect and gratitude for the mentorship they’ve received.
Sky: Symbol of Innovation
- Above the scene, clouds shaped like technology icons (such as light bulbs, gears, and circuit boards) float in the sky, representing creativity, innovation, and technological progress.
Background: Eco-Friendly Mountains
- In the distance, mountains are uniquely crafted from eco-friendly technology symbols, including:
- Bitcoin icons to represent modern financial innovation.
- Solar panels and wind turbines to symbolize sustainability and renewable energy.
Atmosphere and Composition
- The image radiates warmth and positivity, emphasizing the themes of mentorship, sustainability, and intergenerational collaboration.
- The harmonious blend of natural and technological elements creates a visually inspiring and thought-provoking scene.
- The interaction between the two groups highlights a seamless transition of knowledge and leadership from one generation to the next.
This artwork serves as a metaphor for the mentorship-driven growth and innovation central to the IEEE community, fostering a vision of sustainable progress and collaboration.
GROWING FROM SELF-LEADERSHIP TO ORGANIZATIONAL LEADERSHIP
This SMART goal leads to self-leadership, team leadership, and organizational leadership while achieving over 20 STEAM-TEAMS and over 150 members because of its cascading mentorship model, which fosters personal responsibility, collaborative engagement, and systemic growth. Here’s how it aligns with each leadership layer and organizational outcomes:
1. Self-Leadership
The goal empowers individual members to:
- Take Initiative: Each active member is tasked with recruiting and mentoring one new member annually, encouraging proactive engagement.
- Develop Leadership Skills: By mentoring recruits, members enhance their ability to communicate, guide, and inspire others—key traits of self-leadership.
- Model Excellence: Members lead by example, demonstrating how to recruit and mentor effectively, setting a high standard for others to follow.
Result: A culture of self-motivated leaders emerges, where each member actively contributes to the section’s growth and mission.
2. Team Leadership
As members transition from individual action to collaborative efforts:
- Mentorship Creates Micro-Teams: Each member-recruit pair forms a mentorship unit, creating a foundation for small, trust-based teams.
- STEAM-TEAM Formation: These mentorship units evolve into 20 STEAM-TEAMS of 8 members each as membership grows. Within these teams:
- Members collaborate on projects like STEM outreach or professional development initiatives.
- Leaders naturally emerge, guiding their teams to achieve specific goals.
- Fostering Collaboration: Team leaders encourage shared responsibility, creative problem-solving, and collective accountability, strengthening team dynamics.
Result: Teams operate as cohesive units, fostering creativity, adaptability, and mentorship, which are essential for STEAM-TEAM success.
3. Organizational Leadership
As the mentorship model scales across the section:
- Cascading Leadership: Recruits become active and engaged members who recruit and mentor others, creating a self-perpetuating cycle of growth.
- Scalable Impact: With each layer of mentorship, the organizational structure strengthens, ensuring sustainable growth and engagement.
- Aligned Vision: The cascading model ensures that every member aligns with the IEEE Pikes Peak Section’s mission, vision, and strategic goals.
- Resource Optimization: Organizational leaders can focus on providing tools, training, and incentives that amplify the impact of this cascading system.
Result: The section evolves into a dynamic, scalable organization where leadership at all levels drives innovation, engagement, and regional impact.
Achieving Over 20 STEAM-TEAMS and 150 Members
The SMART goal’s cascading nature ensures exponential growth:
- Growth in Membership:
- Starting with 20 active members, each member recruits 1 person annually:
- Year 1: 20 active members recruit 20 new members → Total: 40 members.
- Year 2: 40 members recruit 40 new members → Total: 80 members.
- Year 3: 80 members recruit 80 new members → Total: 160 members.
- By Year 4, the section exceeds 150 active and engaged members.
- Starting with 20 active members, each member recruits 1 person annually:
- Formation of STEAM-TEAMS:
- Membership growth allows for the formation of 20 STEAM-TEAMS, each with 8 members:
- These teams are small enough to foster trust and collaboration (aligning with Dunbar’s Number) yet large enough to drive impactful projects.
- STEAM-TEAMS focus on interdisciplinary initiatives, mentorship, and outreach, reinforcing the section’s mission and strategic goals.
- Membership growth allows for the formation of 20 STEAM-TEAMS, each with 8 members:
How the Goal Aligns with Leadership Levels
| Leadership Level | Focus | Outcome |
|---|---|---|
| Self-Leadership | Recruiting and mentoring 1 member annually. | Members develop initiative, responsibility, and mentoring skills. |
| Team Leadership | Mentorship pairs evolve into STEAM-TEAMS. | Collaboration and innovation flourish within teams, fostering shared leadership. |
| Organizational Leadership | Scaling the cascading model. | The section’s structure and impact grow exponentially, creating a sustainable, thriving organization. |
Key Outcomes
- Over 150 Members: The cascading model ensures steady growth, meeting and exceeding the target by Year 4.
- Over 20 STEAM-TEAMS: Teams are naturally formed as membership grows, driving collaborative projects and innovation.
- Sustainable Leadership Pipeline:
- Self-leadership ensures members take ownership of their contributions.
- Team leadership strengthens collaboration and innovation.
- Organizational leadership amplifies growth and aligns efforts with strategic goals.
Conclusion
This SMART goal is transformative because it embeds leadership development at every level, scales naturally with cascading mentorship, and drives the section toward achieving its vision. It creates a self-sustaining system of growth, ensuring over 150 engaged members and 20 STEAM-TEAMS dedicated to innovation, education, and community impact.
Would you like to explore specific incentives or metrics for evaluating this leadership model?
Below is a Membership Tree and its inspiring description is found below the image, as well as links of example mentorship activities.
In an ideal world, there should be a cascaded and compound effect where
- Life Member Affinity Groups (LMAG) and Leadership TEAMS from Section Chapters like Computer Society (CS), Magnetics Society, Joint Circuits and System/Electronic Design Systems, Power and Energy (PES) mentor Young Professionals (YP) and section members.
- YP mentors IEEE Student Branches (for example: CTU, UCCS, CSU-P)
- IEEE Student Members mentor k-12 students and educators
- All IEEE section members need to educate the public about what IEEE does?
Image Description of Membership Tree
This is the enhanced image of “The Mentorship Tree,” featuring iconic representations of people:
- Person-like icons in the roots symbolize foundational wisdom and experienced members.
- Person-shaped icons on the branches represent active members, with glowing nodes and connecting lines showcasing mentorship relationships.
- Leaves transitioning into person-like shapes highlight growth and the integration of new members into the community.
The design blends natural beauty and abstract symbolism to convey mentorship-driven growth and interconnectedness in a visually compelling way.
You said:
ChatGPT said:
The image of “The Mentorship Tree” is a visually rich representation of growth, mentorship, and community, combining natural and symbolic elements to tell a compelling story:
Roots of Wisdom
- The tree’s deep, intricate roots spread widely and are adorned with person-like icons in earthy tones. These icons symbolize experienced members who form the foundation of the community.
- The roots are detailed and strong, emphasizing stability and wisdom passed down through generations.
Branches of Opportunity
- The expansive branches stretch out in all directions, filled with vibrant green leaves that convey energy and growth.
- Scattered among the leaves are person-shaped icons in various green shades, symbolizing active and engaged community members contributing to collective progress.
Glowing Nodes of Mentorship
- Along the branches, softly glowing nodes connect the icons, creating a network-like structure that highlights mentorship and collaboration.
- The glow suggests the dynamic energy of these relationships, radiating warmth and hope.
Mentorship Activities
- For better illustration by what is meant by the banner image below, please visit the following mini-sites: (1) namely the first two since they involve mentoring (see mentoring tree). (2) the resources links provide members of the Pikes Peak Section with diverse interests and who would like to contribute to this mentoring and leadership development movement and (3) the AI-assisted examples are attempts in seeing the outcomes of AI-assisted services/products and to stimulate your creativity in terms of increasing your productivity when it comes to volunteer work and limited time:
-
- Young Professional Minisite| IEEE Pikes Peak Section
- Contributions & Stories of LMAG Members Minidsite | IEEE Pikes Peak Section
- Resources
- Breakthrough Technologies
- AI-Assisted Examples
- Blockchain Technology
- AI-Assisted Examples
As an undergraduate engineering student or a young engineer, you will also need not only to have a strong TECHNICAL SKILLSET but you need to work on your LEADERSHIP MINDSET: involving self-leadership and TEAMS leadership.
We know the technical skillset is hard enough but the Section Leadership are here to help you with developing a growth mindset. You will be proud of your technical skillset when you graduate and you will be more competitive in the job market if you develop a LEADERSHIP MINDSET.
You will learn that the leadership mindset is a force multiplier having a greater impact that works alongside with your valuable technical skillset.
And as a young engineer or new graduate you need a Kern Entrepreneurial Engineering Network (KEEN) will also have a significant impact in your engineering career. This was implemented at the Colorado Technical University where Dr John Santiago and his TEAMS of engineering colleagues has had an impact on many students, some starting their own companies. But that is not the intent of the KEEN framework, it simply develops a mindset of opportunities and creative solutions in solving today’s problems.
The diagram below shows the KEEN Diamond Transition layer, colored in different shade of yellow, consisting of 6 Cs, a set of three Cs [entrepreneurial mindset = (curiosity) x (connections)x (creating value)] multiplied by [the other three Cs that are additive super-technical skillsets of communication+collaboration+character)] or mathematically,
Career Success = (c1*c2*c3)*(c1+c2+c3)
where ‘*’= force multiplier or times
- c1=curiosity
- c2=connections
- c3=creating value
- c4=communication (self-leadership)
- c5=collaboration (team leadership)
- c6=character (self-leadership)
werhe c1-c6 has a range between [0:1].
The 6 Cs are descriptive of engineering like a diamond. Why? Like a diamond, an engineering degree is hard and valuable. But when you graduate, you are like a diamond with rough edges that need to be shape through your leadership, entrepreneurial mindset leading to a brilliant career.
When you are comfortable with the entrepreneurial mindset, if you have not already, start thinking about the organizational mindset, shown in green.
Based on the above discussion, please contact Dr John Santiago or any other members of the leadership team at Contact Us | IEEE Pikes Peak Section or find out more about PyramidX-OS leadership framework here.
Webmaster’s Notes (posted articles at IEEE Region 5 Website)
Leadership Articles Posted
- Thought Experiment: Building Tomorrow’s Leaders with PyramidX-OS and IEEE STEAM TEAMS – IEEE Region 5
- A Leader Builds Other Leaders: A Leader’s Reflection for Engineering Students and Young Professionals – IEEE Region 5
Futuristic ‘What-If’ Articles
- Blockchain Technology and Voting Systems – IEEE Region 5
- Engineering a Better Economy: Why KEYSTONE-Based Technologies Matter More Than Ever – IEEE Region 5
- Reimagining Global Stability: How Decentralized Technology Could Usher in a New Era of Peace and Sustainability – IEEE Region 5
- The Mysterious Satoshi Nakamoto: A Humble Engineer or STEAM-Driven Collective And Philanthropist – IEEE Region 5
- Do You See The Light In Bitcoin? – IEEE Region 5
- Thought Experiment: Blockchain’s Role to Improve and Evolve Within a Global and Existing Monetary System – IEEE Region 5
- Bitcoin Miners and Decentralized Banks: The Future No One Saw Coming – IEEE Region 5
- Trump’s Administration Will Impact AI, Energy, Crypto and More – IEEE Spectrum
Incentives and Metrics for Evaluating Leadership Development Model
To align with the SMART goal and its emphasis on self-leadership, team leadership, and organizational leadership, here are tailored incentives. These ensure members are motivated, and progress is effectively tracked.
For more details on the incentive and award programs, please visit:
1. Incentives for Self-Leadership
Encouraging individual responsibility and initiative in recruitment and mentorship.
Incentives
- Recruitment Recognition:
- Members who recruit one new member per year earn 50 points.
- Bonus 50 points for recruiting more than one member annually.
- Mentorship Rewards:
- Successfully mentoring a recruit to active and engaged status earns 25 points.
- Mentoring 5 recruits over a year unlocks an additional 50-point bonus.
- Professional Development:
- Free or discounted access to exclusive IEEE workshops, certifications, or webinars for members meeting recruitment and mentorship targets.
- Public Acknowledgment:
- Featured in quarterly newsletters and at section events as a “Self-Leadership Achiever.”
Metrics
- Recruitment Rate: Number of new members recruited per active member annually.
- Mentorship Success: Percentage of recruits who transition to active and engaged status.
- Participation: Number of members actively participating in recruitment and mentorship activities.
2. Incentives for Team Leadership
Fostering collaboration and innovation within STEAM-TEAMS.
Incentives
- Team Challenges:
- Points are awarded to teams for successful completion of initiatives like outreach programs, hackathons, or mentorship workshops.
- Example: Each STEAM-TEAM earns 100 points for organizing a community event reaching 50+ participants.
- Team Spotlights:
- High-performing STEAM-TEAMS are highlighted in newsletters, social media, and annual awards ceremonies.
- Project Funding:
- Winning teams in annual challenges receive funding for innovative projects or additional resources for team development.
- STEAM-TEAM Leadership Training:
- Leaders of high-performing teams gain access to leadership-focused training sessions or regional/national IEEE events.
Metrics
- STEAM-TEAM Formation: Number of active STEAM-TEAMS formed and operational.
- Project Impact: Number of initiatives completed and the reach (e.g., participants impacted in outreach programs).
- Team Cohesion: Member feedback on collaboration and team effectiveness.
3. Incentives for Organizational Leadership
Encouraging cascading mentorship and strategic growth across the section.
Incentives
- Cascading Leadership Awards:
- Members and teams achieving exponential growth (e.g., recruits mentoring new members who repeat the process) are recognized with annual “Leadership Multiplier” awards.
- Membership Discounts:
- Members contributing significantly to organizational leadership (e.g., mentoring 5+ recruits over 2 years) receive discounted IEEE membership fees.
- Networking and Exposure:
- Organizational leaders are invited to represent the section at IEEE regional or global conferences.
- Exclusive Recognition:
- Recognized at the annual IEEE Pikes Peak Section Awards Ceremony with titles like “Leader of the Year” or “Mentorship Excellence.”
Metrics
- Membership Growth: Total number of members added annually.
- Mentorship Cascades: Number of recruits who become active and mentor others.
- Sustainability: Retention rate of new members over 3+ years.
- Organizational Impact: Overall growth in the section’s initiatives, projects, and community outreach.
Key Leadership Development Metrics
| Leadership Level | Metric | Target by Year 4 |
|---|---|---|
| Self-Leadership | Members recruiting and mentoring annually | 100% of active members successfully recruiting and mentoring at least one member per year. |
| Team Leadership | Active STEAM-TEAMS | 20 STEAM-TEAMS operational, each with at least 8 engaged members collaborating on initiatives. |
| Completed Projects | Each STEAM-TEAM completing at least 2 impactful initiatives annually (e.g., outreach, innovation). | |
| Organizational Leadership | Membership Growth | Over 150 active and engaged members by Year 4, with a cascading mentorship effect sustaining growth. |
| Mentorship Cascades | 80% of recruits successfully mentoring at least one new member within a year of joining. |
Evaluating Program Success
Tracking System
- Online Portal:
- Members log their recruitment, mentorship, and project activities in a dedicated platform.
- Points are automatically tracked and updated, ensuring transparency.
- Quarterly Reviews:
- Leadership evaluates participation rates, mentorship success, and project outcomes to identify areas for improvement.
- Member Feedback:
- Regular surveys gather insights from members about the program’s effectiveness, barriers, and additional incentives they value.
Annual Reports
An annual report will summarize:
- Membership growth trends.
- Impact of STEAM-TEAM projects.
- Leadership pipeline development and cascading effects.
Why This Program Works
This incentive-based Proof-of-Work program aligns directly with the SMART goal by:
- Encouraging individual accountability (self-leadership).
- Driving collaboration and innovation in teams (team leadership).
- Building a scalable and sustainable structure for growth (organizational leadership).
The metrics ensure measurable progress, while the rewards motivate members to actively engage and lead, ensuring the IEEE Pikes Peak Section thrives with over 150 members and 20 impactful STEAM-TEAMS by Year 4.
Incentive Proof-of-Work Program for the IEEE Pikes Peak Section: Inspired by John Wooden’s Pyramid of Success
This refined Incentive Proof-of-Work Program integrates the timeless principles of John Wooden’s Pyramid of Success to inspire and guide members toward self-leadership, team leadership, and organizational leadership. Each aspect of the program reflects Wooden’s core values, ensuring that members not only achieve tangible goals but also develop character, teamwork, and excellence in the process.
Core Alignment with John Wooden’s Pyramid of Success
- Self-Leadership:
- Industriousness and Enthusiasm: Every member’s recruitment and mentorship efforts emphasize hard work and genuine passion for IEEE’s mission.
- Self-Control: Members practice discipline in their engagement and commitment to annual goals.
- Confidence: Mentoring others builds confidence in leadership and technical expertise.
- Team Leadership:
- Cooperation and Loyalty: STEAM-TEAMS operate as cohesive units where collaboration and mutual respect drive innovation and results.
- Initiative: Team members take ownership of their contributions, pushing for creative solutions and community impact.
- Organizational Leadership:
- Leadership by Example: The cascading mentorship model embodies Wooden’s principle of leading through personal integrity and commitment.
- Competitive Greatness: The program fosters a culture of striving for excellence in all activities while uplifting the broader IEEE mission.
Incentives: Reflecting Wooden’s Principles
1. Incentives for Self-Leadership
Encouraging members to develop personal responsibility, discipline, and growth.
- Recruitment Recognition:
- Members earn 50 points for recruiting one member annually, with 50 additional points for recruiting more than one.
- Reflects Industriousness and Initiative: Members are recognized for consistent effort in growing the IEEE community.
- Mentorship Rewards:
- Mentoring recruits to active and engaged status earns 25 points per mentee.
- Mentoring 5 recruits within a year unlocks an additional 50-point bonus.
- Reflects Friendship and Cooperation: Mentorship emphasizes building meaningful, trust-based relationships.
- Confidence-Building Recognition:
- Members achieving recruitment and mentorship milestones are highlighted as Self-Leadership Achievers in newsletters and events.
- Reflects Confidence and Poise: Public acknowledgment reinforces self-belief and composure in leadership roles.
2. Incentives for Team Leadership
Empowering collaboration and shared goals within STEAM-TEAMS.
- STEAM-TEAM Challenges:
- Points are awarded to teams for completing initiatives such as outreach programs or technical projects.
- Example: 100 points for organizing a community event impacting 50+ participants.
- Reflects Cooperation and Enthusiasm: Teams thrive by working together with energy and shared purpose.
- Project Leadership Rewards:
- Team leaders earn 50 points for successfully guiding a project to completion.
- Reflects Leadership and Initiative: Leaders are encouraged to take bold action while fostering teamwork.
- Team Recognition:
- High-performing teams are celebrated as STEAM-TEAM of the Year, receiving awards at the annual event.
- Reflects Team Spirit and Loyalty: Teams are honored for demonstrating unity and commitment.
3. Incentives for Organizational Leadership
Inspiring members to model excellence and sustain growth.
- Cascading Leadership Awards:
- Members achieving exponential mentorship growth (e.g., mentoring recruits who mentor others) are recognized with annual “Ripple Effect” awards.
- Reflects Leadership by Example and Competitive Greatness: Recognizing those who inspire others to reach their potential.
- Strategic Growth Bonuses:
- Sections achieving organizational milestones (e.g., 20 operational STEAM-TEAMS or 150 members) earn collective rewards, such as funding for new initiatives.
- Reflects Ambition and Resourcefulness: Rewards the organization for pursuing and achieving excellence.
- Exclusive Networking:
- Top contributors are invited to represent the IEEE Pikes Peak Section at regional and global IEEE events.
- Reflects Confidence and Poise: Members act as ambassadors of excellence, showcasing the section’s achievements.
Metrics for Success: Inspired by Wooden’s Pyramid
Self-Leadership Metrics:
- Industriousness: Track the number of new recruits each member brings annually.
- Enthusiasm: Measure active participation in mentorship activities.
- Self-Control: Evaluate members’ consistency in meeting annual goals.
Team Leadership Metrics:
- Cooperation: Count the number of successful STEAM-TEAM projects completed annually.
- Loyalty: Assess feedback from team members on collaboration and team dynamics.
- Initiative: Track leadership roles within STEAM-TEAM initiatives.
Organizational Leadership Metrics:
- Competitive Greatness: Measure organizational growth (e.g., exceeding 150 members and 20 STEAM-TEAMS).
- Ripple Effect: Count the number of recruits who become mentors within a year.
- Resourcefulness: Monitor the impact of section-wide initiatives and community outreach.
Achieving Over 20 STEAM-TEAMS and 150 Members
The cascading mentorship model directly aligns with Wooden’s principle of Pyramid Building:
- Foundation (Self-Leadership):
- Members focus on their personal development, recruiting and mentoring with enthusiasm and diligence.
- Team Layer (Team Leadership):
- STEAM-TEAMS operate with a shared vision, completing impactful projects that embody cooperation and loyalty.
- Pinnacle (Organizational Leadership):
- The section achieves excellence by scaling mentorship and collaboration, fostering a legacy of competitive greatness.
By Year 4, the section will exceed 150 active members and form over 20 operational STEAM-TEAMS, each contributing to the IEEE Pikes Peak Section’s mission of innovation and community impact.
Conclusion: Leading the Pyramid of Success
This refined Proof-of-Work Program ensures every member embodies the values of John Wooden’s Pyramid of Success:
- Work hard (Industriousness).
- Be a team player (Cooperation).
- Inspire others (Leadership by Example).
With this program, the IEEE Pikes Peak Section will not only meet its strategic goals but also cultivate a culture of excellence, collaboration, and innovation that resonates throughout the region.
Let’s build our Pyramid of Success together.
Progressive Awards and Recognition for the IEEE Pikes Peak Section
Inspired by John Wooden’s Pyramid of Success, the following awards and recognition program encourages incremental progress across self-leadership, team leadership, and organizational leadership. Each tier motivates members to strive for excellence while fostering collaboration and organizational growth.
Tier 1: Self-Leadership Awards
Recognizing individual achievements in recruitment, mentorship, and participation.
- Rookie Recruiter Award:
- Criteria: Successfully recruit one new member in a year.
- Recognition: Certificate of Achievement and 50 points.
- Significance: Builds confidence and recognizes initiative.
- Mentorship Excellence Award:
- Criteria: Successfully mentor a recruit to active and engaged status.
- Recognition: Digital badge for professional profiles (e.g., LinkedIn) and 25 points per mentee.
- Significance: Encourages industriousness and fosters meaningful relationships.
- Personal Growth Award:
- Criteria: Complete 3 or more professional development activities (e.g., workshops, certifications) in a year.
- Recognition: IEEE-branded merchandise (e.g., t-shirt or notebook).
- Significance: Highlights enthusiasm and commitment to self-improvement.
Tier 2: Team Leadership Awards
Encouraging collaboration and recognizing impactful contributions to STEAM-TEAM initiatives.
- STEAM-TEAM Challenger Award:
- Criteria: Participate in a team project or outreach program impacting at least 25 individuals.
- Recognition: 100 points and team acknowledgment in the section newsletter.
- Significance: Rewards teamwork and cooperative efforts.
- Innovative Leader Award:
- Criteria: Successfully lead a STEAM-TEAM initiative with measurable outcomes (e.g., increased STEM outreach participation or completion of a technical project).
- Recognition: Engraved plaque and feature in the annual section event.
- Significance: Encourages initiative and builds leadership confidence.
- STEAM-TEAM of the Year Award:
- Criteria: Be part of a team completing the most impactful initiative (e.g., reaching 100+ participants, mentoring multiple recruits).
- Recognition: Group trophy and funding for the next project.
- Significance: Strengthens team spirit and loyalty.
Tier 3: Organizational Leadership Awards
Celebrating cascading leadership and section-wide impact.
- Ripple Effect Award:
- Criteria: Mentor 3 or more recruits who themselves mentor new members.
- Recognition: Special “Ripple Effect” medal and recognition at the annual IEEE Pikes Peak Section Awards Ceremony.
- Significance: Honors leadership by example and mentorship excellence.
- Exponential Growth Award:
- Criteria: Contribute to section-wide membership growth exceeding 150 active members in Year 4.
- Recognition: Free IEEE membership for one year and invitation to represent the section at a regional IEEE conference.
- Significance: Acknowledges collective organizational impact.
- Pinnacle Leadership Award:
- Criteria: Demonstrate sustained leadership by contributing to 5+ initiatives over two years while mentoring others to do the same.
- Recognition: Personalized trophy and spotlight in IEEE Pikes Peak publications.
- Significance: Represents competitive greatness and resourcefulness.
- STEAM-TEAM Trailblazer Award:
- Criteria: Drive innovative programs that set new standards for community outreach or technical excellence.
- Recognition: Invitation to present the project at a regional or global IEEE event and a special commemorative award.
- Significance: Inspires vision and ambition.
Special Recognition Programs
- Annual Awards Gala:
- Celebrate top achievers across all tiers.
- Present major awards (e.g., STEAM-TEAM of the Year, Ripple Effect Award) in a formal event with peers and community leaders.
- Quarterly Leaderboards:
- Showcase progress in recruitment, mentorship, and project contributions.
- Offer smaller quarterly incentives (e.g., gift cards, digital badges) for top performers.
- Legacy Builders Program:
- Recognize members contributing consistently to organizational leadership and mentorship over multiple years.
- Include their stories in IEEE Pikes Peak Section’s annual report or digital archive.
Progressive Recognition Pathway
| Leadership Tier | Award | Focus | Recognition |
|---|---|---|---|
| Self-Leadership | Rookie Recruiter, Mentorship Excellence, Personal Growth | Recruitment and Mentorship | Certificates, badges, merchandise |
| Team Leadership | STEAM-TEAM Challenger, Innovative Leader, STEAM-TEAM of the Year | Collaboration and Innovation | Points, plaques, team funding |
| Organizational Leadership | Ripple Effect, Exponential Growth, Pinnacle Leadership, STEAM-TEAM Trailblazer | Cascading Leadership and Impact | Medals, trophies, event invitations |
Conclusion
This progressive awards and recognition program incentivizes members to align with John Wooden’s Pyramid of Success by promoting self-discipline, teamwork, and organizational excellence. It ensures a culture of continuous improvement while driving the IEEE Pikes Peak Section toward its strategic goals of membership growth, innovation, and community impact.
IEEE Pikes Peak Section Incentive Proof-of-Work Program (draft, above is refined version based on John Wooden’s Pyramid of Success)
To amplify the growth and engagement outlined in the strategic plan, this Proof-of-Work Incentive Program incentivizes members to actively recruit, mentor, and contribute to the IEEE Pikes Peak Section’s initiatives. It incorporates clear metrics, rewards, and processes to ensure fairness, transparency, and alignment with the strategic goals.
Program Goals
- Drive Membership Growth:
- Achieve a membership growth rate that exceeds the baseline SMART goal of 1 recruit per member per year.
- Create a cascading recruitment and mentorship pipeline to sustain this growth.
- Foster Engagement:
- Encourage active participation in STEAM-TEAMS, mentorship, and outreach projects.
- Increase the overall impact and visibility of the section.
- Recognize Contributions:
- Reward members who demonstrate excellence in recruitment, mentoring, and innovation.
Proof-of-Work Activities
Members earn incentives by completing specific tasks that align with the section’s strategic goals. Activities are categorized into Recruitment, Mentorship, and STEAM-TEAM Contributions.
1. Recruitment
- Activity: Recruit new IEEE members.
- Proof: The new recruit must confirm the referrer during the registration process.
- Value: Each recruit earns 50 points.
- Bonus: Recruit more than 3 members in a year and earn an additional 50 points.
2. Mentorship
- Activity: Mentor new members, student branch members, or K-12 participants.
- Proof: Complete a mentorship session and submit feedback from the mentee.
- Value: Each mentorship session earns 25 points.
- Bonus: Successfully mentor 5 individuals in a year to earn an additional 50 points.
3. STEAM-TEAM Contributions
- Activity: Participate in or lead STEAM-TEAM initiatives, such as outreach programs, hackathons, or community projects.
- Proof: Submit a project summary or completion certificate from the initiative leader.
- Value: Participation earns 20 points per project; leadership earns 50 points.
- Bonus: Lead 3 initiatives in a year and earn an additional 50 points.
Point System
Point Milestones
- 100 Points: Receive a certificate of recognition.
- 250 Points: Receive IEEE-branded merchandise (e.g., t-shirts, notebooks).
- 500 Points: Get discounted IEEE membership fees for the following year.
- 1,000 Points: Receive exclusive professional development opportunities (e.g., free workshops, conference passes).
- 1,500+ Points: Be recognized as a “Top Contributor” in the IEEE Pikes Peak Section, featured in newsletters and at annual events.
Program Features
- Public Recognition:
- Quarterly leaderboards showcasing top contributors on the section’s website and newsletters.
- Highlight stories of impactful members to inspire others.
- Team-Based Rewards:
- STEAM-TEAM Challenges: Teams compete to earn the most points collectively. Winning teams receive group rewards, such as funding for a team project or invitations to special networking events.
- Special Incentives for Diversity and Outreach:
- Diversity Bonus: Members who recruit or mentor individuals from underrepresented groups earn an additional 10 points per recruit/mentee.
- Community Impact Bonus: Initiatives that significantly benefit the local community (e.g., a K-12 program reaching 50+ students) earn a 100-point bonus.
- Annual Awards Ceremony:
- Recognize high achievers at an annual event, presenting awards for categories like:
- Top Recruiter
- Outstanding Mentor
- STEAM-TEAM Leader of the Year
- Community Impact Award
- Recognize high achievers at an annual event, presenting awards for categories like:
Implementation Steps
- Program Launch:
- Introduce the program through a kickoff event and promotional materials.
- Educate members on how to participate and track their Proof-of-Work activities.
- Tracking System:
- Implement an online platform where members log their activities and earn points. This system integrates with the section’s membership database to verify recruitment and mentorship.
- Evaluation and Feedback:
- Quarterly reviews to assess program effectiveness and gather feedback from participants.
- Adjust point values, incentives, or activity types as needed.
- Metrics for Success:
- Increase active membership by 20% in the first year.
- Achieve a minimum of 10 active STEAM-TEAM initiatives annually.
- Ensure 80% of members participate in at least one Proof-of-Work activity per year.
Conclusion
The IEEE Pikes Peak Section Incentive Proof-of-Work Program is designed to motivate and reward members while fostering exponential growth, engagement, and innovation. By aligning incentives with strategic goals, the program not only drives measurable results but also creates a vibrant, thriving community that exemplifies the mission of IEEE.
More details on the Squishy Circuits Program and advanced STEAM activities can be found here.
Role of Squishy Circuits and More
The IEEE Pikes Peak Section has developed a comprehensive “Squishy Circuits” program aimed at engaging K-12 students in STEM education through hands-on activities. This initiative aligns with the section’s strategic goals of investing in STEM education and fostering technological innovation within the Pikes Peak Region.
Program Overview:
- Hands-On Learning: Utilizing conductive and insulating playdough, students can create simple electrical circuits, allowing them to grasp fundamental concepts in electronics and circuitry in an interactive manner.
- Educational Resources: The program offers a sequence of lessons that progress from basic squishy circuits to more advanced topics, including breadboarding and programming with micro:bit embedded computers. These lessons are designed to be flexible, suitable for both single-event engagements and extended learning experiences.
- Supporting Materials: A variety of resources are provided to facilitate learning, such as instructional videos, project guides, and simulation tools. These materials support educators and volunteers in effectively delivering the content.
Alignment with Strategic Goals:
The “Squishy Circuits” program supports the IEEE Pikes Peak Section’s mission to foster technological innovation and excellence by:
- Enhancing Professional Skills: By training volunteers and educators to deliver STEM content, the program contributes to the professional development of those involved.
- Increasing Membership Engagement: The initiative encourages active participation from IEEE members, including Young Professionals and Life Members, fostering a sense of community and collaboration.
- Assisting Improvement of Workforce: By inspiring and educating the next generation of engineers and technologists, the program contributes to the development of a skilled future workforce.
- Investing in STEM Education: The program directly addresses the goal of investing in STEM education by providing accessible and engaging learning opportunities for students.
Additional Opportunities:
The IEEE Region 5 offers a “STEM Kits for Sections Program,” which includes materials for creating squishy circuits, breadboard circuits, and micro:bit projects. Sections can apply for these kits to enhance their STEM outreach efforts. The program also provides teaching materials and training to support the effective use of the kits.
For more information on the “Squishy Circuits” program and related resources, please visit the IEEE Pikes Peak Section’s dedicated page.
To learn about the STEM Kits for Sections Program, including application details and curriculum materials, refer to the IEEE Region 5’s overview.
You said:
ChatGPT said:
Absolutely, let’s collaboratively build a detailed and dynamic 5-year strategic plan tailored to achieving the goal of engaging over 150 IEEE members by the end of four years while aligning with your strategic objectives. As we progress, we can refine each component to ensure specificity and adaptability.
Initial Framework for a 5-Year Strategic Plan
Vision Statement
Empower IEEE members to engage actively in STEM education, professional development, and technological innovation, fostering a thriving community that impacts the broader society.
This image portrays a heartwarming scene where elderly couples, representing the LMAG, wave farewell from a cruise ship’s deck. On the shore, IEEE STEAM Young Professionals in professional attire wave back with enthusiasm. Above, clouds form technology icons, symbolizing innovation, while the distant background showcases mountains made of environmentally friendly tech gadgets, including Bitcoin symbols, solar panels, and wind turbines. The scene celebrates intergenerational mentorship, progress, and sustainable technology in a vibrant and inspiring composition.
AI-Assisted Example
Below is an example of a chain of prompts to help you get started with developing a strategic plan.
- Refine and redo the IEEE Strategic Plan for the IEEE Pikes Peak Section based on the article at https://r5.ieee.org/pikespeak/squishy-circuits/.
- Include incentives for each active member to recruit and mentor new members to achieve exponential growth in membership and STEAM-TEAMS.
- Explain how the membership goal is a SMART goal without incentives and how it can be exceeded with incentives.
- Define Dunbar’s Number and Metcalfe’s Law and their implications for network value and membership engagement.
- Add the understanding of Dunbar’s Number and Metcalfe’s Law to Appendix B of the Strategic Plan.
- Create Appendix A defining STEAM and TEAMS and their strategic significance.
- Provide the actual written content of Appendix A for use in the Strategic Plan.
- Explain why this SMART goal leads to self-leadership, team leadership, and organizational leadership and over 20 STEAM-TEAMS and over 150 members.
- Create a detailed incentive Proof-of-Work Program for the IEEE Pikes Peak Section.
- Refine the Proof-of-Work Program based on John Wooden’s Pyramid of Success.
- Provide a list of progressive awards and recognition based on John Wooden’s Pyramid of Success.
- Create an inspiring image based on the leadership and recognition framework.
- Adjust the image to banner size.
- Correct the spelling of “John Woodel” to “John Wooden” in the image.
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MORE AI-ASSISTED EXAMPLES
I plan to write and provide more examples to help you get started in using AI for multi-media creation and delivery of STEAM-TEAMS topics.