For more than a decade, I have been involved with the organizing committee of the IEEE Applied Power Electronics Conference. I was general chair in 2017. We typically have around 5000 attendees; perhaps 1500 are paid attendees and the remainder attend the free exposition that has upwards of 200 companies exhibiting. Being general chair was one of the high points of my career and my life. The peak was the social event. It was held in a city park and had a wide variety of activities, from a dance floor to giant chess to cornhole to hand-rolled cigars. Engineers aren’t known as partiers, but the cops had to come at the end to tell us it was time to go.
APEC was pretty good in 2018 and 2019, too. Then 2020 came. APEC is held in March; we had to cancel the in-person event about a week before the conference. Dealing with the ensuing mess took months. In the midst of the aftermath, Conor Quinn, the general chair for 2021, asked if I would look into virtual and hybrid aspects “just in case.” Last summer, it was all very hypothetical. Surely, we thought, we will be able to hold an in-person event in 2021. Ha!
We postponed from the original March date to June, but we still had to pivot to virtual. Although the local conditions at the original conference site (Phoenix) were OK, APEC draws an international audience; when we had to make the decision, there was NO WAY we would get international attendees.
Well, the virtual conference just ended. On the one hand, it was a pale shadow of a “real” APEC. On the other hand, it far exceeded my expectations. We had good paid and free registration, good attendance at the live/Zoom events, and good engagement on the conference platform (Social27). Many people said it was the best virtual conference they had attended.
What makes APEC so wonderful every year is the people. Yes, I come away every year with pages of notes that have new ideas to pursue, new products to consider, etc. But really, what I value is engaging with “my people.” APEC draws a unique blend of academics and industry practitioners that gives it a different flavor than most conferences in my field. I had a chance to reconnect with a colleague who worked at Baldor with me 20 years ago. In the somewhat informal technical sessions, I was able to interact with people I only see once a year, renewing our relationships that are built on both mutual respect and a shared worldview.
The organizing committee and steering committee (on both of which I serve) are composed of people with both academic and industry roots and a shared love for APEC. While the conference sponsors are concerned primarily about the financial impact of our decisions, the committee is concerned first and foremost with the choices that will keep APEC the amazing experience it is. We recognize that maintaining the quality of the technical program, the exposition, and all of the other activities, along with opportunities for researchers and practitioners to create and nurture relationships, is essential to the long-term health of the conference.
I think there’s a message in that for all organizations, whether a business, a university, or a church. An organization needs people in leadership whose highest priority is the health of the organization, not their own glory. Leaders need to value both the programs and the people. If you have bad programs, you might as well close up shop; if you do not develop deep relationships between people, the programs will never be enough to keep people engaged.
I have seen that process at Missouri S&T. Some people develop deep ties with the community and across campus, like I have. They tend to be lifers. Every university goes through down cycles; we had a time a few years ago when practically all of the campus administrators were interim appointments. The people who stayed were those who valued the network of relationships they had developed. On the other hand, some faculty come, build a research program in their own lab, and do not seriously engage with other faculty. They use their time here to strengthen their resume, and then they move on. The task before each leader is to figure out how to encourage these rising stars to develop networks across campus so that (a) they contribute more to the campus mission and (b) they realize the value in staying.
Zoom is a wonderful technology. It enables meetings that otherwise cannot occur, whether due to social distancing requirements, travel restrictions, or limited time. Zoom meetings are sufficient for sustaining progress on projects and maintaining existing relationships. But Zoom is terrible for developing new relationships, personal or professional. It is my hope that as we emerge from pandemic conditions, I remember, and we all remember, how important it is to forge new relationships. In this way, we build a society that is truly a community, not just a collection of individuals.