Of the many functions that ISM has suggested for the Committee on Trustees (COT), none is more fundamental to long-term school success than the “profiling” process. The following anti-example, published in I&P two decades ago, remains too representative even today. “Well,” the Board President said, “we now have two vacancies on the Board. Does anyone have names to suggest?” The room was silent. People looked at one another and then at the President. Finally someone said, “What about Harry Jones? He headed the Theatre Party last fall and did a great job.” Another brought up the name of the local Superintendent of Schools, soon to retire. Within five minutes, six names were being bandied about. Since two of them received more positive reactions than the rest—and because one member volunteered to call on those two people—an informal decision was made. The two would be approached about whether they would be willing to serve, if formally asked.