Description: We will demonstrate three analytical tools along with a sample case study showing how they might be applied to a fictional actuarial organization within ABC Life. The goal is to highlight how they might be applied to perform a health check of an actuarial function organizational design. This can measure effectiveness quantitatively via benchmarking how an actuarial function might stack up against the industry and management expectations. The tools and techniques are critical for actuarial leaders and managers but are also relevant to all actuaries, since we can all benefit from understanding how our individual work efforts fit into the bigger picture of an organization.

Description: A leadership interview with Margaret Meister looking back at her career trajectory and sharing lessons learned.

Description: The author offers three determining questions to identify your obstacles to success.

Description: This is the second installment of a two-part series. Part I was published in the July 2023 issue of The Stepping Stone and provided guidance on how a new (re)insurance company can build an attractive work environment for actuarial talent. In part II we will focus on how to encourage those actuaries to remain with the company in the long run.

Description: This article gives a formula for reversing failure into success

Description: This 2016 Annual Meeting session explores how leaders are evolving, how newer generations want to be engaged, and how to succeed in this new environment.

Description: This article is about the need for actuaries and technical professionals to develop critical leadership and other soft skills, and highlights the ways the SOA Leadership & Development section provides tools to develop those skills.

Description: Every day unlikely events occur—the impossible is possible.

Description: Article in the section newsletter, The Stepping Stone, on how to set goals to develop your practice.

Description: In his book The Power of Habit (2012), Charles Duhigg tells a tale of finding common ground and reaching consensus on change. The common ground that was sought between warring corporate tribes was mutually beneficial, not just to achieve the ends to which those changes were aimed, but also for the cooperation that they engendered across the entire organization.