Elizabeth Astor

Background in SWE:

During my first year with SWE, I was a general member, and this year, I have the privilege of serving as one of the Social Directors. In this role, I am responsible for managing SWE Fams, hosting events, and brainstorming new ideas to foster community engagement. For example, I organized an indoor rock climbing social at the Seattle Bouldering Project during the winter quarter. I worked to secure the best pricing for our members, and the event was a huge success, with 81 shares on the promotional post on Instagram, setting a record for any SWE event, and around 25 attendees, which was impressive for an event that had a $20 participation fee.

Looking ahead to spring, I’ve planned two entirely new events: a claw clip decorating social, which is scheduled for the upcoming week, and a 5k planned for late May. I believe that creating fresh and exciting events is key to keeping our members engaged, and I’m excited to offer these new experiences to the SWE community.

Describe a leadership experience that challenged you. What did you learn from it and how would it influence your work on the SWE executive board?

One leadership experience that truly challenged me was serving as the ASB President in high school. As president, I was tasked with overseeing school events and fostering a positive school culture, but I faced a few key obstacles that made the role especially challenging. There was a lack of support from the school's administration as my school didn't have faculty dedicated entirely to ASB, which often left me to handle many tasks on my own. Additionally, our budget was extremely limited, making it difficult to organize the kind of events that would engage the entire student body.

Despite these challenges, I learned to be resourceful, flexible, and persistent. I had to figure out creative ways to fund and execute events, often relying on the enthusiasm and support of my peers rather than faculty. I learned the importance of clear communication, teamwork, and delegation to ensure that tasks were completed on time. I also became adept at motivating others to contribute, even when the resources weren’t ideal.

As a member of the SWE Executive Board, I would apply these lessons by ensuring that we make the most out of our resources, encourage creative problem-solving, and maintain a strong, unified team that can tackle challenges together.

What is one change or new initiative you would like to implement in SWE next year and why?

One initiative I’d like to implement in SWE next year is the creation of a mentorship program that connects ENGRADs and sophomores with juniors and seniors in their specific intended majors. This initiative would be voluntary, with upperclassmen willing to mentor underclassmen and help guide them through both academic and career challenges.

By pairing students within the same discipline, we can provide tailored advice and insights based on real experiences in the field. Upperclassmen can share their knowledge about classes, professors, internship opportunities, and how they managed the transition from the classroom to the workplace. For underclassmen, having a peer to connect with can make navigating college life much more manageable and offer a sense of direction when it feels overwhelming.

This initiative not only fosters personal and academic growth but also strengthens the sense of community within SWE. It provides a supportive environment where both mentors and mentees can build meaningful relationships and gain valuable insights. I believe it would help improve member retention. And everyone gets to make new friends!

What ideas do you have to increase member participation/retention and build stronger community within SWE?

To build a stronger community and increase participation in SWE, I’d propose hosting casual study groups each week in a relaxed, low-pressure setting like Odegaard Library. These study sessions would be led by SWE directors, with each SWE branch hosting one month a year or so. The goal is not to attract large numbers but to create a small, informal environment where members can collaborate, ask questions, and support each other. By keeping the event casual and regular, we encourage genuine connections and create a space where members feel comfortable dropping in without pressure. Directors, being more engaged with SWE, would ensure the groups stay organized and welcoming, giving members a chance to interact and build relationships while getting work done.

Another initiative I’d suggest is expanding the SWE Fams program by appointing more SWE directors as Fam leads, rather than non-SWE directors. Directors have a stronger connection to the organization and are more likely to take responsibility for regular meetups and activities. This has been a challenge this year, as consistent engagement from Fam leads has been lacking, and it’s been difficult to address since they don't hold positions within SWE. By having SWE directors lead these groups, we can ensure better organization, more active participation, and ultimately create stronger, more connected communities within SWE.

What challenges do you think women in engineering still face today, and how can SWE help address them at our university?

Women in engineering today still deal with challenges like imposter syndrome, where they often feel like they don’t belong or aren’t as capable as others, even though they’re qualified. It’s not as much about sexism from others, but more about those internal doubts.

SWE can help by creating a supportive space where women can share their struggles and build confidence. Mentorship, confidence workshops, and leadership opportunities within SWE would be great ways to tackle imposter syndrome and help women feel more confident in their abilities. Regular discussions about mental health and self-doubt could also help normalize these feelings and provide practical ways to handle them.

The SWE executive board works as a team to plan events and initiatives. How would you contribute to creating a positive and productive team environment?

I’d contribute to creating a positive and productive team environment by fostering open communication and collaboration. I believe it’s important for everyone to feel heard and valued, so I’d encourage team members to share their ideas and concerns. I’d also focus on being supportive and approachable, helping to keep morale high, especially when things get busy. By staying organized and being proactive in planning, I can help the team stay on track and ensure we’re all working toward the same goals. Overall, I want to create a space where everyone feels comfortable, motivated, and ready to contribute.

If you could plan any SWE event with unlimited resources, what would it be?

If I had unlimited resources, I’d plan an all-expenses-paid trip for SWE members to tour NASA's Jet Propulsion Laboratory in California or the Kennedy Space Center in Florida. We’d get an insider look at the latest space missions, explore the technology and innovations driving space exploration, and meet with female engineers working in aerospace. To make it even more memorable, we’d add hands-on workshops with NASA engineers, networking sessions with top industry professionals, and a bit of sightseeing to make it an unforgettable experience. It’d be an inspiring way to connect with groundbreaking technology and inspire our members to reach for the stars!