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This paper addresses the current and potential impact of the outreach activities that engineering professional societies (and others) offer to children and young adults and describes how to advance the outreach state of the art by using methods and tools that most engineers routinely use in their technical projects but do not typically transfer to an outreach project: research, training, adoption of best practices, and awareness of user needs and culture. Also critical, assessment (establishing goals, identifying outcomes metrics, and evaluating success) is discussed in the companion paper "Outcomes-Based Assessment: Driving Outreach Program Effectiveness" published in this special issue. Specifically, the paper discusses challenges facing professional society outreach efforts; key and proven practices for outreach success, including assessment; and the use of social science research in designing outreach programs.

Engineering professional societies are leading and prominent providers of engineering outreach activities in the United States. Many outreach efforts are innovative and impressive, but their ability to raise awareness about engineering and recruit more people to study engineering remains largely unknown. Comprehensive assessment and evaluation results that measure how effective these program activities are in meeting their goals and objectives simply are not available. Using the example of an engineering outreach program for high school girls, this paper describes good outreach practices, including use of proven practices and relevant research, effective assessment, and reports of outcomes; provides resources for tools that outreach professionals and practitioners can use to measure and continuously improve outreach impact; and makes the case that application of good engineering practice to outreach delivery is essential to reach engineering professional society outreach goals.L e a d e r s h i p a n d M a n a g e m e n t

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Soft Skills From the exploration and production of oil and gas to the ultimate distribution of petroleum-based products to customers, the oil and gas industry is global and multidisciplinary. The global nature of the industry is reflected in the membership of SPE: Professional members of SPE live in 147 countries, and a review of the student membership suggests that the Society will become even more diverse in the years to come. Given that mergers and acquisitions are the global climate in the industry today, as a young professional, how do you feel about change? Do you feel confident that your job is secure and you have room for growth, or are you worried? It is inevitable that change will be part of your future in this industry, and soft skills hold the key in helping you successfully navigate it. If you imagine yourself standing in front of a pyramid face (Fig. 1), there is something that you cannot see—the third corner at the back of the pyramid. But without it the pyramid cannot stand. Such is the role that soft skills play in career success. Take the case of a major professional sports team with highly paid players. They all want to win, but sometimes they let their own importance get in the way of the team’s success. Diversity is having a team of players, each with his or her own unique level of physical capabilities and experiences. Inclusion is all of the team members, including the star players, accepting the talents, strengths, and experiences of others, along with the insight of the coach, to move the team to a higher level of excellence. Embracing Diversity and Inclusion Diversity and the ability to accept, adapt, and change with the global climate of the industry is a gift that not every person possesses. To appreciate a gift, you have to understand how valuable it is to you. In a 2014 Ernst & Young series called “The DNA of the COO: Time to claim the spotlight,” a report titled “An oil and gas sector perspective” states that mergers and acquisitions are on the rise as oil and gas companies seek to divest noncore assets. Three-quarters of the chief operating officers polled for the report said that highly developed leadership qualities and interpersonal skills are the most crucial attributes to success, while 60% emphasized communication and influencing skills. These are professional people in charge of the operations of major oil and gas companies who cited soft skills as a large percentage of the most important attributes they needed to be successful.