By Wonsuh Song
[Washington D.C.] The American Geophysical Union (AGU) is one of the largest scientific societies in the world, known for hosting massive events like the “Fall Meeting,” which attracts over 25,000 participants annually. The secret to AGU’s success lies not only in its organizational skills and resources but also in the culture of care and collaboration fostered by its staff. In a recent interview with Cheryl Enderlein, Vice President of Leadership and Governance at AGU, I had the chance to learn about the unique operational strategies and philosophy that set AGU apart, and how this model could offer valuable insights for academic societies, especially in Japan and Asia.
One of the most impressive aspects of AGU’s operations is the deep respect and care shown by the staff towards the volunteers and members. Cheryl explained, “Our role as staff is to provide the necessary support to ensure the success of our volunteer leaders. We are mindful of their time and aim to provide only the relevant information at the right time.”
AGU’s staff do not simply delegate tasks or give orders; instead, they ask, “Is there anything challenging about this task?” or “How can we assist you?” This level of consideration makes the volunteers feel valued and respected, creating a positive environment for collaboration. Cheryl added, “When planning meetings, we do not just ask for what we need; we check if the volunteers are facing any difficulties and offer help.”
In contrast, many academic societies in Japan rely heavily on professors, who juggle teaching, research, and administrative duties on a volunteer basis. This often leads to significant stress and burnout. The approach taken by AGU staff—focusing on how they can support rather than command—provides a model that alleviates the burden on faculty and creates a healthier, more balanced working relationship.
Another key aspect of AGU’s success is the clear division of roles and a systematic process for planning. Cheryl noted, “I cannot do everything myself. It is essential for our staff to handle the logistics so that volunteers can focus on strategic decision-making.”
AGU’s planning process is meticulously organized. “We collect agenda items eight weeks before a meeting and have all materials ready six weeks out. The final packet is sent two weeks before the event,” Cheryl explained. This systematic timeline ensures that everyone is well-prepared, and meetings run smoothly. The careful design of the agenda also includes breaks after intense sessions to allow participants to recharge, demonstrating AGU’s thoughtful approach to planning.
AGU’s operational success is largely due to its partnership model, which emphasizes equal collaboration between staff and scientists. “Staff bring operational expertise, while scientists provide academic insights. Both are essential for achieving AGU’s strategic goals,” Cheryl emphasized.
This model is built on mutual respect and frequent communication. Cheryl pointed out, “If the relationship between staff and volunteers is strained, it can slow down or halt the work. We work hard to maintain strong, positive relationships by respecting each other’s roles and contributions.” This contrasts with the limited interactions often seen in academic societies where faculty and administrative staff may lack effective communication, leading to misunderstandings and inefficiencies.
AGU’s staff place great importance on respecting the time and efforts of volunteers, aiming to make their participation as meaningful as possible. Cheryl shared, “We want volunteers to feel that their contributions are valuable. If they have personal or academic conflicts, we encourage them to communicate openly.”
This philosophy helps maintain high morale and prevents frustration. AGU creates a supportive environment that fosters long-term engagement. “If a volunteer is facing challenges or feels overwhelmed, we adjust our expectations and offer alternative solutions,” Cheryl said. This flexibility and empathy are key components of AGU’s approach, ensuring that volunteers are not overburdened.
AGU embraces change and continuously refines its processes. Cheryl remarked, “Sometimes it feels like we’re building the plane while flying it,” highlighting the need for flexibility and adaptability. AGU regularly reassesses its methods, making small adjustments to address emerging challenges.
“We focus on the most critical issue first, solve that, and then re-evaluate the situation,” Cheryl explained. “As we make progress, the landscape changes, often solving other problems along the way.” This incremental approach allows AGU to adapt effectively, even in a dynamic environment.
AGU’s operational model offers valuable lessons for academic societies in Japan and Asia, where faculty often bear the brunt of administrative tasks. By delegating logistical responsibilities to professional staff and allowing volunteers to concentrate on strategic contributions, societies can enhance efficiency and morale.
Cheryl advised, “Faculty should focus on their core duties—research and teaching. Administrative tasks should be handled by staff, and volunteers should be given roles that leverage their expertise.” This clear division of roles not only increases productivity but also prevents burnout among faculty members.
AGU’s success is rooted in a culture of care, clear role division, and structured planning. By focusing on relationships and respecting the unique strengths of both staff and volunteers, AGU has created a sustainable and efficient model that other academic societies can learn from.
Cheryl’s parting words were memorable: “You can’t solve every problem at once. Start with the most important issue and trust the process.” AGU’s experience offers a powerful example of how a society built on collaboration, respect, and strategic focus can thrive. This model provides a valuable roadmap for academic societies seeking to reduce faculty burden and improve overall efficiency.
About Cheryl L. Enderlein, CAE
BA Communications Journalism, University of Northwestern – St. Paul
Sr. Director of Governance & Volunteer Management, Governance Director, Executive Administrator at Society of Actuaries (1994-2007)
Publisher at LeaderTreks (2007-2008)
Program Analyst at Rampart Global (2008-2010)
Director, Leadership & Volunteer Services at American Geophysical Union (2010-2022)
VP, Leadership & Governance at American Geophysical Union (2022-Present)
by Wonsuh Song (Ph.D.)
Committee member of Leadership & Governance at American Geophysical Union
Shumei University / Waseda University lecturer
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