Communications of the ACM
A New Chief Executive Officer and Executive Director of ACM
Credit: Imperial College London
I sometimes reflect on what makes ACM so special, so unique as a professional society. I can easily come up with several good reasons, including the extent to which responsibility, authority, and budget control are devolved to our 37 special interest groups or the strong support we provide to our fellow volunteers in building a broad range of community service activities (the "good works" of ACM). But alongside or, perhaps, underlying these very visible special and unique features is the largely invisible special and unique relationship that exists between volunteer leaders and ACM headquarters staff. This is a relationship characterized by mutual respect and trust, and a deep understanding of each other's motivations, aspirations, and priorities. Not that there are no conflicts and sometimes even some tensions, but as in any healthy relationship, it is the manner in which you approach and overcome problems and challenges that matters, not the fact they may exist.
What is the secret to ACM's incredible success in building its volunteer/staff relationship? From where did it come and how do we ensure it continues? This is something that has been literally decades in the making (starting well before my time as an ACM volunteer) and something that as President I feel a great responsibility to preserve and nurture.
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