Description: In this article, the author recommends the book, 'Stop Managing, Start Coaching!' by Jerry W. Gilley and Nathaniel W. Boughton, to managers who believes in the potential of human capital and are willing to make some investment. The book emphasizes the importance of using coaching to achieve 'buy-in' from employees on managerial decisions. In this process, manager and employee develop a collegial relationship, which ultimately increases the self-esteem of the employee and his or her commitment to the job and the organization.

Description: An article that talks about how companies have adopted a new customer focus - a change from product focus to market focus.

Description: Book Review of Management And Machiavelli by Antony Jay, in which the premise is that the study of history can do more for managers than the study of management science.

Description: An article that addresses the future of re-engineering and recommends that actuaries investigate the merits of re-engineering and the implications of failing to re-engineer.

Description: This article is about how innovative use of technology will be a key differentiator for future success and maybe even survival, and how technology will switch from a defensive to an offensive tool, aimed principally at driving revenues. The article addresses the question: How will successful leaders in the insurance industry use technology in the future?

Description: The editorial shares observations and lessons learned from the process of implementing the Affordable Care Act.

Description: Editorial discussing management style.

Description: Article from The Actuary, May 1985 – Volume No. 19, Issue No. 5 that focuses on management skills in actuaries.

Description: Article is about getting performance out of your staff.

Description: As the pace of consolidation accelerates and competition increases, profitability pressures are intensifying. Life insurers must continually search for new ideas and techniques to gain marketplace advantage. An issue facing insurance organizations is who should develop and perform the customer profitability analysis. Perhaps the best people to address this issue are the actuaries. This article discusses four major issues actuaries must consider in defining an appropriate customer profitability metric.