Description: A compilation of reader responses is presented to a real life situation posed involving a management, leadership, or other business decision. This issue’s case study involved a difficult hiring decision faced by an actuarial manager.

Description: A regularly occurring column in this Leadership and Development Section publication, it is a platform for the Section Chairperson to communicate with the readership regarding upcoming important topics that this Section will focus on in the current year. This article provides an overview of the new plan of focus for the newly-elected Leadership and Development Section Council for 2023.

Description: Leader interview.

Description: This paper by a communications consultant focuses on making peace with your inner critic. In other words, don't be too hard on yourself.

Description: Now that Covid and other viruses seem to be leaving us (hopefully!), what is left of the aftermath? For two locked-down years, we no longer could network face-to-face, meet with colleagues at work, do lunch or breakfast, enjoy meeting for coffee, nor attend conferences or other events to experience great speakers up close. Nor could we show up as one of those great speakers ourselves! This article explores what's next in our newly virtual world of public speaking!

Description: This article discusses two perspectives covering the experience of attending and presenting at in-person conferences after COVID-19. It also briefly covers the value of attending conferences, volunteering, and networking.

Description: This is a review of a seminar at the 1987 Colorado Springs meeting of the SOA where the concept of personality types was introduced. The aim of the seminar was to create for each participant an awareness of his or her own type, how to recognize the other types, and then present some tips on how to use that knowledge to get results.

Description: This article is about how times are changing and we must adapt and keep up as individuals, professionals, and companies

Description: What does it take for an actuary to be a good people manager? We propose an answer in three words: willingness, love and rigor. A good people manager is dedicated to invest in team members’ success, sincerely cares for them, and subject them to high standards that speed up their growth.

Description: This article covers the importance of letting teams lead you as a leader, that it's okay to admit you're not okay even at work, and that it's important to find informal ways for virtual teams to connect.