2019 Elected Board Member Job Description
Responsible, in partnership with other Board members and staff, to lead the organization and the actuarial profession through implementation of the SOA strategic plan and by performing fiduciary, strategic and policy responsibilities.
- Develop collegial and professional relationships with other Board members and key staff.
- Work well with staff and optimize their expertise.
- Communicate questions and concerns to the appropriate volunteer, Board member or staff leaders.
- Encourage other actuaries to get involved in volunteering at the SOA.
- Champion the SOA and the actuarial profession to all constituents and the public. Encourage cooperation among all actuarial organizations.
Prepare & Participate
- Understand and apply the provisions of the SOA Bylaws and other policies.
- Prepare for, attend and actively participate in all Board of Directors meetings and calls. Constructive participation includes consensus building, not dominating conversations, etc.
- Utilize the strategic governance model.
- Implement Board decisions in an effective and timely manner.
- Establish the vision and mission statement and strategies of the SOA.
- Establish, review and modify governance policies of the SOA.
- Monitor performance of the Society of Actuaries relative to established plans, goals and budgets.
- Delegate authority for organizational management.
- Articulate, safeguard, model, and promote organizational values, including the Code of Conduct.
- Consider issues of capacity (financial and human resources), core capability and strategic position when making decisions.
- Ensure that all Fiduciary and Governance Duties are appropriately handled.
- Avoid any decisions, actions or associations that are or could appear to be conflicts of interest.
- Maintain awareness of emerging issues that could impact the profession.
- Extra Responsibilities due to periodic or unexpected organizational items, i.e. strategic planning
- Adhere to the Policy on Responsibilities and Conduct of Members of the Board of Directors
SOA Meeting Requirements
- Three Board meetings per year (meetings are 1½ days in length, plus approximately a ½ day to read meeting material):
- June (held in conjunction with the SOA Health Meeting)
- October (held in conjunction with the SOA Annual Meeting)
- Conference calls between board meetings that are 90 minutes long
- Incoming Board Member Orientation Meeting: October ½ day Saturday morning prior to the SOA Board Meeting (optional for those returning)
- Leadership Orientation Meeting: November in Chicago, including a reception with staff
- Serve on committees or task forces as assigned, which could average 1-2 hours per week.
- Each board member has at least two assignments outside of the Board meetings.
- In person meetings and conference calls as required for board assignments
- See the Board reimbursement policy
- Fellow of the SOA
- CPD Compliant
- Active member of the SOA
- Demonstrated commitment to the SOA via leadership participation on the Board, section councils, committees or task forces.
- Exhibits appropriate professional behavior as the representation of the SOA
Recommended Skill Sets
- Leadership skills, including ability to respect the historical perspective, credibly assess the current environment and set and communicate an inspirational future direction that engages and motivates positive changes in the organization
- Performance management skills, including goal setting, feedback, evaluating and rewarding; an ability to get things done through others, hold people accountable, and focus the organization on projects that support the strategic plan
- Building a culture that fosters creativity, open dialogue, and thoughtful risk taking
- Recruiting / team building skills – ability to identify and recruit talent, and organize teams with the correct balance of talents
- Training and development skills – ability to identify and correct skill gaps
- Ability to work with volunteers
- Structuring effective organizations and processes
- Change management, including ability to recognize paradigm shifts
- Strategic planning / thinking skills
- Experience serving on a board or leading profit or non-profit organizations
- Project management skills
- Decision-making skills
- Strategic planning / thinking skills
- Marketing skills
- Participating in senior level strategic and/or Board meetings
- Networking skills / organizational savvy – ability to build / leverage a network of relationships and resources
- Time management
- Organizational skills (being organized)
- Respectful of others
- Presentation / oral skills
- Listening skills
- Writing skills
- Influence / persuasion skills
- Negotiation skills
- Conflict resolution skills, including facilitating diplomatic solutions
- Work with others and respect different opinions.
1 Board Members can run for up to 2 terms.