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

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

Description: A discussion of why so few actuaries break through the “math ceiling” to emerge as true business leaders. Certain skills and behaviors necessary for effective leadership are not innate in people drawn to the actuarial profession.

Description: We are living in a time of significant changes which are taking a toll on some employees. To assist our team members through these tumultuous times, being a supportive manager is key. We discuss using emotional intelligence to help employees have a positive work experience.

Description: Key points for the effective executive, inspired by Peter Drucker

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

Description: The August/September 2015 edition of The Actuary magazine—the Society of Actuaries’ flagship publication.

Description: Interview with a global leader in life reinsurance. Includes background, thoughts on industry's challenges, trends, opportunities and thought re: leadership

Description: Applying Agile Methodologies to Manage Work and Drive Value is intended as an overview of the SCRUM, Kanban, and Lean methods of managing work in constantly changing environments. The value it provides is to draw awareness to the various methods that exist when the goal is to perform work with agility. There are three main sources of information within this version: scrumalligance.org, kanban.university, and lean.org for reference.

Description: The article describes principles for optimal sub-tasking of a project goal. Two experiments each one comparing different approaches are presented. A summary of principles for optimal goal setting presents seven key points: i)levels of outcome goals should be recognizable and lack ambiguity; ii) each subtask should be atomic, i.e. not be capable of being broken up into further subtasks, iii) the subtasks should be uniform, lacking ambiguity, so that any new trainee could master it without the need for further guidance; iv) each subtask should be attainable in a reasonable amount of time; v) mentor feedback should be provided during the initial stages of learning or training; vi) upon mastery of each subtask trainees should be encouraged to maximize their overall score; vii) after mastery of individual subtasks, while attempting to maximize scores, trainees should be provided with a mixture of easy, intermediate, and difficult tasks.