Description: The best managers make a point of catching employees doing a good job, and being sure to praise them on the spot. Management training classes teach us to document what our employees have done, good and bad, and to save those notes in our files to be well-prepared at performance appraisal time. From The Stepping Stone, April 2005, Issue No. 18.

Description: Two of the greatest challenges a leader faces are knowing how to build a high-performance team to achieve superior results and then instituting the mechanisms necessary to actually create that team. "Managing with Metrics" is one of several key areas that a manager must focus on. In addition, "Managing with Metrics" applies equally to the team as a whole, as well as its individual members

Description: Discusses how if you can learn to find out what your employees need from you, you can do a better job of managing those employees

Description: Chairperson's Corner - introduces the issue and the SOA's initiative on diversity, as well as introduces Murnighan's diverse approach to leadership. Do Nothing! is the first of a three part series focused on J. Keith Murnighan's book "Do Nothing!" and discusses balancing working vs. leading, how to succeed as leader by counterbalancing challenges, and to best manage a team.

Description: Your Biggest Business Risk? It May Be Your Next Hire By Jennifer L. Gillespie from The Stepping Stone Newsletter, October 2004, Issue No. 16.

Description: If you want to increase your managerial success, focus on improving your coaching skills rather than your managerial skills. What is the difference between managing and coaching? In its simplest sense, a manager focuses on himself. A coach focuses on others. From The Stepping Stone, April 2005, Issue No. 18.

Description: Effective Meeting Management by Charles R. Haskins from The Stepping Stone Newsletter, March 2000, Issue No. 3.

Description: Discussion of six important tips that can help lead to successful management of a team from by a remotely located manager.

Description: Actuaries must be able to present compelling arguments to win over their audience. For the first time, they may be managing a staff looking for direction, making recommendations to senior leaders, or trying to persuade non-actuarial colleagues who see the world differently. This series of articles is intended to educate young actuarial professionals on key business influencing skills that will be beneficial in the near term as well as throughout their careers. Part 1 is focused on leading and influencing a team.

Description: Presented at May 2002 Spring Meeting. Panelists share insights and techniques that have worked for them in managing the balance between keeping students productive while fostering exam success.