Description: This session from the 1984 SOA Atlanta Meeting covers the special problems and opportunities of a small company, specifically, tracking current developments, the role of the actuary, distribution systems and other actuarial problems.

Description: The October/November 2013 edition of The Actuary magazine—the Society of Actuaries’ flagship publication.

Description: Relationship management is your ability to use your awareness of your own emotions and those of others to manage interactions successfully. Given enough time and quality exchanges, we can form a relationship with any person we encounter. We should strive to develop positive relationships with people we like, and even with those we don’t like as much. Once established, both parties will understand each other better and benefit from the connection. Relationships can be challenging, especially at work or under stress. Skillfully managing them will help you initiate direct and productive conversations to alleviate misunderstandings, solve conflicts and achieve desired goals. This article explores strategies to develop the skill of relationship management.

Description: Actuaries play pivotal roles in insurance companies, consulting firms, and throughout the industry. With the ongoing accounting and regulatory changes, process and system modernization, and the rapidly changing environment, actuaries frequently find themselves working in multidisciplinary projects with non-actuarial teams. In order to take on broader leadership roles, actuaries are often times expected to partner with and/or lead non-actuarial personnel. How can actuaries work most effectively with non-actuaries? A panel of industry leaders across different disciplines will share their perspectives on actuaries working with and building effective relationships with non-actuarial colleagues. The panelists will cover how actuaries add value in a non-actuarial world, what aspects actuaries can focus on to be more effective across disciplines, and incorporate success stories as well as lessons learned.

Description: A compilation of reader responses is presented to a real life situation. This issue’s case study involved a candidate for an actuarial position who didn't handle salary discussions well, and whether that should impact the hiring decision.

Description: The April/May 2016 edition of The Actuary magazine—the Society of Actuaries’ flagship publication.

Description: Self-management is your ability to use awareness of your emotions to stay flexible and direct your behavior positively. When you understand what you are feeling, you can effectively choose how to react. Knowing your individual tendencies can help you prepare for future events by consciously deciding to change or adjust your behavior when certain situations occur. The article shares strategies, examples and personal insights to illustrate how to develop the skill of self-management.

Description: A real life situation is posed involving a management, leadership, or other business decision, and readers are invited to submit the irresponses to "What Would You Do?" This issue’s case study involved a staff performance issue faced by an actuary new to management.

Description: Executive Coach Marcel Schwantes demonstrated that applying daily practices of Servant Leadership is really the best way to engage workers to perform at a high level, which will improve the bottom line. Here Schwantes returns to kick-off a six part series that delves deep into the best practices of what a servant leader is, and does.

Description: Servant Leadership is a leadership philosophy that focuses on organizational success through serving and enriching the lives of the employees. As employees become engaged the organization becomes more vibrant, sustainable and successful. Four primary principles are discussed: Create an Environment for Employee Growth; Provide Employees What the Need to Thrive; Remove Obstacles to Employee Achievement; Help Employees Reach Organizational and Personal Goals. Trust, creativity, shared vision, listening, job skills and personal attention lift employees up, creating high quality, engaged employees that help drive organizational success and create a pool from which the next generation of leaders for the company will emerge.