Description: Two previous issues of The Actuary reported on panel discussions, in two parts, about life reinsurance from the perspective of the reinsurers. This is the first of two parts on life reinsurance from the perspective of the ceding companies.

Description: Linda M. Springer, FSA, MAAA, spent more than 25 years in the financial services industry in executive positions responsible for general and financial management and strategic operational planning. Springer is now the eighth director of the United States Office of Personal Management. In this interview, she discusses government life, on–the–job challenges and how her actuarial background has helped her progress in her career.

Description: The letter from the president provides highlights of the president’s accomplishments over the past year.

Description: This editorial by the Editor of the Actuary discusses the shrinkage of volunteers contributing to the SOA, and discusses the importance of volunteers to the SOA and the benefits of such volunteering to our societal well-being.

Description: David M. Holland, 1997-98 Society of Actuaries President, discusses his goal of working more effectively with the Casualty Actuarial Society. The article discusses recent conflict between some members of the Casualty Actuarial Society and the Society of Actuaries concerning organizational independence issues.

Description: The SOA is committed to meeting member and candidate needs outside North America.

Description: Notable achievements in the Enhanced Relationship with Candidates initiative.

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: Article provides a rigorous assessment of statements used in the sale of disability insurance, correcting such statements, and outlining what is believed to be the rationale for the statements pointing out where the errors occur.

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.