Description: Executives often tell subject matter experts such as actuaries, “You should think more strategically!” But the executives never define what they mean by “thinking more strategically”. This article defines the skills actuaries need to be perceived as being more strategic. It will provide practical steps actuaries can take to gain more strategic influence and escape the trap of being perceived as only a subject matter expert who provides limited strategic value.

Description: The author briefly describes a hypothetical example of several unconscious biases in the workplace, drawing upon the behavioral economics work of Kahneman and Tversky. He presents data to refute the snap judgments that are all too common in human interaction.

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: Executive coach Marcel Schwantes returns for Part 4 of a six-part series, discussing one of the most counterintuitive best practices of servant leaders—allowing others to share leadership. Here, he describes the four basics for creating leader-leader rather than leader-follower cultures.

Description: How great servant leaders develop their people.

Description: The transition from personal producer to manager/leader is a shift that can be difficult for many professionals, including actuaries. Appreciating and understanding the fundamental differences between the two roles is critical to success.

Description: With increasing demand for quality new-hires, it is increasingly important to hire the most impactful employees. Actuaries who think creatively can have a disproportionately positive effect on their employers. In this article, we discuss how to identify this type of person during the interview process.

Description: A real life situation is posed involving a management, leadership, or other business decision, and readers are invited to submit their responses to "What Would You Do?" This case study involved an actuary interviewing a candidate who seemed exceptional, until she started pushing back on the job level.

Description: As mentioned in the Chairperson’s Corner, this is the first of a three-part series focused on the “Do Nothing” leadership approach presented by Professor J. Keith Murnighan, the Harold H. Hines Jr. Distinguished Professor of Risk Management at the Kellogg School of Management, Northwestern University. Murnighan is the author of the book Do Nothing! and promotes a synonymous leadership approach.

Description: This article describes why dressing up - even while working remotely- can help create work / life balance when the day is done.