Description: Summary of workshops held by Management & Personal Development Section at SOA meetings which explored the little things that make a difference when managers are dealing with others from different levels in their organizations.

Description: The Canadian Institute of Actuaries (CIA) and the SOA are collaborating on certain types of research projects as part of a bigger initiative to enhance the support the SOA provides to Canadian members.

Description: The article discusses ways smaller companies might improve their ability to form a mutually satisfying relationship with their reinsurers by considering the perspective/needs of the reinsurer.

Description: Discussion of ways direct marketers have beaten recessions in the recent past and suggestions for beating this recession.

Description: The author describes her experience for the past year as the section council intern for the Actuary of the Future Section.

Description: Tensions arose between the Society of Actuaries [SOA] and the Casualty Actuarial Society [CAS] organizations’ leadership when articles in the May 1997 issue of the CAS newsletter suggested the SOA was trying to force a merger. This article describes how a meeting between SOA President, Anna Rappaport, and CAS President, Mavis Walters, led to an exchange of views that included the entire Boards of each organization and ultimately led to the members of both Boards demonstrating mutual respect.

Description: Discussion of the need for financial underwriting and some history on industry practices. Also includes a discussion of how communications should take place between the underwriter and financial advisor to the insurance applicant.

Description: This article defines "elevator pitch" and why one is needed. A great elevator pitch is an indispensable competitive advantage that will accelerate your career progress. A poor one can leave you toiling in anonymity.

Description: Reader responses to whether an actuary faced with unexpected negative financial results should cancel personal plans to deal with it immediately.

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.