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: This article is an overview of the SOA Leadership & Development Section Council's current projects, recent accomplishments and some immediate focal points of the Leadership & Development Section Council's efforts.

Description: Discusses the upcoming 20th Anniversary of the Leadership and Development Section and how some leadership topics are as valid today as they were 20 years ago.

Description: Article presents the basic terminology and theory of attribution theory, the theory explaining the causes that people attribute their successes and failures to. The article reviews i) typical attributions(e.g. effort, luck), ii) dimensions of attribution (controllability, stability), iii) useful and non-useful attributions, and iv) attribution retraining and v) other aspects of the theory (such as accompanying emotions)

Description: Executives often tell subject matter experts such as actuaries, “You should think more strategically!” But the executives never define what they mean by “thinking more strategically”. This article defines the skills actuaries need to be perceived as being more strategic. It will provide practical steps actuaries can take to gain more strategic influence and escape the trap of being perceived as only a subject matter expert who provides limited strategic value.

Description: Executives often tell subject matter experts such as actuaries, “You should think more strategically!” But, the executives never define what they mean by “thinking more strategically”. This article defines the skills actuaries need to be perceived as being more strategic. It will provide practical steps actuaries can take to gain more strategic influence and escape the trap of being perceived as only a subject matter expert who provides limited strategic value.

Description: A real life situation is posed involving a boss who is over-managing, and readers are invited to submit their responses to "What Would You Do?"

Description: Article outlines application of the 11 leadership principles defined by the Marine Corps in a corporate setting.

Description: A real life case is presented involving a management, leadership or other business situation an actuary faced, and readers are invited to provide feedback.

Description: This article addresses how to best use body language to one's advantage