When I was just beginning my career, a colleague invited me to an SEAOI dinner meeting at the famed Cliff Dwellers Club on South Michigan Avenue overlooking Grant Park in Chicago. Having nothing scheduled for that evening, I said yes. While I don’t remember the presentation topic, I do remember meeting several people, whom I met again the next month, who introduced me to more people, and eventually I felt comfortable attending events on my own.
I soon found the young member group (in Illinois, we call it YEC—Young Engineers Committee) and served on its board for over six years. From there, I became SEAOI’s Delegate to NCSEA, joined and eventually co-chaired and chaired the NCSEA Communications Committee, joined SEAOI’s Board of Directors in 2019 and the Executive Board in 2023, and most recently joined NCSEA’s Board in 2024.
That first dinner meeting was more than a decade ago and while I doubt my story is unique, the reality is my path to professional organization leadership, and the personal friendships gained along the way, truly began with accepting a simple invitation. I’ve tried to pay it forward by inviting young engineers in my office to similar events but with limited success.
In a quest for enlightenment, I attended the “How to Engage Young Members at a Local and National Level Successfully” session at the NCSEA Summit last November. This panel discussion by the Young Member Support Committee shared ideas of different events and activities that would be appealing to young engineers, but didn’t sufficiently address the “successfully” part of the session title, in my opinion. During the Q&A, I posed my dilemma to the panel:
SEAOI hosts a variety of events—educational, social, volunteer, outreach, and young member focused; my company encourages involvement in professional organizations, pays for membership and supports the time and cost of event attendance; I invite people to come with me to events, and I rarely have anyone to join me. How can I get the young engineers in my office to see the value in engagement if I can’t get them to an event in the first place?
I left the session with few definitive answers and still felt a piece was missing. Back in Chicago, I went straight to the source and—using this editorial assignment as an excuse—directly asked my younger colleagues why, despite all my efforts, encouragement, and invitations, nobody comes to the events with me? Do you not have time? Do you not see the value in attending these types of events? Or is it like Taylor Swift sings “It’s me, hi, I’m the problem, it’s me”? Fortunately, they all assured me that was not the case!
I spoke to five colleagues, representing over half of the staff junior to me. Three were in their mid-20s and had graduated within the last two years, two were in their mid-30s, one was pursuing a PhD, three were men, two were married or engaged, and one was a non-native English speaker. Here’s what I learned:
- Nobody reads emails. While a broad generalization, it was surprising how often they claimed ignorance despite my email receipts.
- Professional organizations are misunderstood. Some assumed these groups were for senior professionals, not young engineers. One even likened them to exclusive, unwelcoming student organizations he’d encountered in the past.
- Burnout from past experiences. One colleague avoided involvement due to prior negative experiences with technical committees at a previous organization.
- Different priorities. Another colleague admitted his extracurricular passions, like physical activities, were more fulfilling than networking and presentations. I appreciated his honesty.
- Taking the first step is hard. While some recognized the value of professional communities, they struggled to prioritize attendance. Competing commitments, like pursuing a PhD, and preferences for daytime over evening events were also factors.
- Networking can be intimidating. Social anxiety, shyness, and insecurity were common concerns. One feared senior engineers would ask difficult questions, while another doubted his conversational abilities due to a language barrier – an eye-opening admission considering his daily interactions in the office.
None of this felt earth-shattering, but these conversations offered a fresh perspective on engaging junior staff. To succeed, I need to rethink how I communicate and support their involvement. Engagement requires empathy, addressing misconceptions, and creating welcoming opportunities that fit their needs.
Thirteen years ago, my career trajectory shifted because someone extended an invitation. Today, I remain committed to doing the same—not just inviting, but inspiring young engineers to find the sense of belonging and opportunity that shaped my journey. ■
About the Author
Michelle Ryland is a dual licensed structural engineer and architect with Klein and Hoffman in Chicago. She also serves on the NCSEA Board of Directors.