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Managing the Organizational Changes into the 21st Century
Managing the Organizational Changes into the 21st Century Discussion of managing the organizational changes ... Consolidation 2.Business moving out of the U.S. and Canada 3. Managing the remainder of the ...- Authors: James A Brierley, Lorne Cooper, Cindy L Forbes, John West Hadley, Donald E Keller, David E Neve, Ian M Rolland, Walter Rugland, John G Turner, Carl B Wright, William H Gleed, Peter R Wilde
- Date: Oct 1992
- Competency: Communication>Difficult message delivery; Leadership>Change management; Relationship Management>Relationships and trust; Strategic Insight and Integration>Strategy development
- Publication Name: Record of the Society of Actuaries
- Topics: Actuarial Profession>Professional development
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Feedback That's Tough on Problems, Not on People
Feedback That's Tough on Problems, Not on People How to offer constructive criticism and ... Feedback That's Tough on Problems, Not on People How to offer constructive criticism and use it ...- Authors: Malory Fischer
- Date: May 2012
- Competency: Communication>Difficult message delivery; Relationship Management>Team leadership
- Publication Name: The Stepping Stone
- Topics: Actuarial Profession>Management skills; Actuarial Profession>Professional development
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Write for Results
Write for Results Write for your readers. That's what you can do to ensure that your emails, reports ...- Authors: Pamela Burns
- Date: Mar 2017
- Competency: Communication>Difficult message delivery; Communication>Persuasive communication; Communication>Written communication
- Publication Name: The Stepping Stone
- Topics: Actuarial Profession>Management skills; Actuarial Profession>Professional development
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How to Turn Suspects Into Prospects
sales and accelerate the growth of your business. Let’s start with the end. You actually have prospects when: ... You are talking to decision-makers; Your company’s products/services are potential solutions to the clients’ ...- Date: May 2017
- Competency: Communication>Active listening; Communication>Difficult message delivery; Communication>Oral communication; Communication>Persuasive communication; Communication>Written communication; External Forces & Industry Knowledge>Actuarial methods in business operations; External Forces & Industry Knowledge>Actuarial theory in business context; External Forces & Industry Knowledge>External forces and business performance; External Forces & Industry Knowledge>General business skills; External Forces & Industry Knowledge>Internal forces and business performance; Leadership>Change management; Leadership>Influence; Leadership>Mentoring; Leadership>Professional network leverage; Leadership>Thought leadership; Professional Values>Ethical standards; Professional Values>Practice expertise; Professional Values>Public interest representation; Relationship Management>Relationships and trust; Relationship Management>Staff management and motivation; Relationship Management>Team leadership; Results-Oriented Solutions>Actionable recommendations; Results-Oriented Solutions>Assess decision effectiveness; Strategic Insight and Integration>Big picture view; Strategic Insight and Integration>Effective decision-making; Strategic Insight and Integration>Influence decisions; Strategic Insight and Integration>Management partnership; Strategic Insight and Integration>Strategy development; Technical Skills & Analytical Problem Solving>Incorporate risk management; Technical Skills & Analytical Problem Solving>Innovative solutions; Technical Skills & Analytical Problem Solving>Problem analysis and definition; Technical Skills & Analytical Problem Solving>Process and technique refinement
- Publication Name: Innovators & Entrepreneurs
- Topics: Actuarial Profession>Entrepreneurism; Actuarial Profession>Management skills; Actuarial Profession>Professional development
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Book Review: Conversational Intelligence: How Great Leaders Build Trust and Get Extraordinary Results by Judith E. Glaser
people when co-collaborating. Sitting across the table from co-workers does not make for a trust-building ... avoid sitting in the position at the head of the table unless they are purposefully solidifying their ...- Authors: Kelly Hennigan
- Date: Sep 2014
- Competency: Communication>Active listening; Communication>Difficult message delivery; Communication>Oral communication
- Publication Name: The Stepping Stone
- Topics: Actuarial Profession>Management skills; Actuarial Profession>Professional development
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Passing the Torch Series: An Interview with Mark Freedman
Passing the Torch Series: An Interview with Mark Freedman Cassie He and Linda Liu, two actuarial ... and non- traditional markets. cassie: Which area(s) do you think actuaries need to put more efforts ...- Authors: Mark Freedman
- Date: Apr 2013
- Competency: Communication>Active listening; Communication>Difficult message delivery; External Forces & Industry Knowledge>General business skills; Leadership>Influence; Leadership>Mentoring; Leadership>Professional network leverage; Professional Values>Ethical standards; Relationship Management>Relationships and trust; Relationship Management>Staff management and motivation; Relationship Management>Team leadership
- Publication Name: Actuary of the Future
- Topics: Actuarial Profession>Competencies; Actuarial Profession>Management skills; Actuarial Profession>Qualifications; Actuarial Profession>Professional development