Identifying volunteer leaders is a challenge for every professional organization.  A case could be made that the ISA presidential commitment is too long and this narrows the field of potential candidates. There is a definite a plus for the president to be knowledgeable of the multiple facets of ISA operations, but there are some talented industry leaders who could get up to speed, make a positive impact, but cannot commit for 5+ years. 

What if ISA had someone like (just to pick a name) Maggie Walker, Dow’s  VP for Manufacturing and engineering work processes, consider running for president because the time commitment was manageable, i.e. more like two years. Could this have some positive benefits or would there be too much risk with not be familiar enough with ISA operations and culture?  Since ISA already has a CEO (Pat Gouhin) to run “the business”, could the presidential role could be more of chief promoter and visionary? 

Failing that – or maybe in addition – there could be a plus to have a higher level industry appointee on the Executive Committee or Executive Board –maybe for a two year term. Think about some people like John Berra (Emerson Process Management), Norm Gilsdorf (Honeywell), or Uma Chowdry (DuPont).  They would provide a good, outside perspective and perhaps challenge some of the status quo.  

Another possible piece is that the Strategic Planning Department needs more continuity, with terms in the 3 – 5 years range to provide guidance to both the ISA CEO and President. That committee might include Past Presidents & officers as well as a healthy dose of other perspectives to ensure zero groupthink.

Page 39 of the Exceutive Board MOP details the duties of the society President  (http://preview.tinyurl.com/yfgwb96)

Comments or other ideas?

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