Description: Summary of networking activities and update from ISC chairperson

Description: A compilation of reader responses is presented to a real life situation posed involving a management, leadership, or other business decision. This issue’s case study involved a new employee being hired specifically for an expertise that then does not seem to be valued once they arrive.

Description: This article is about how times are changing and we must adapt and keep up as individuals, professionals, and companies

Description: Author of Content won "Best Quote" category of L&D writing contest. Looks at the source of courage both in history and in his own professional life. Valuable to better understand how to face moments in leadership that could inspire fear and trembling. Discusses ways to improve courage when called to lead.

Description: The article presents specific operational guidelines when managers and staff are having difficult conversations. The article reviews half a dozen "popular" guidelines but shows that they are not specific. The article then in two layers presents specific operational guidelines. First the article based on a commonality of principles of email etiquette and Jewish Speech Laws reviews five guidelines for ordinary conversations: focus on events vs. people, focus on fixes vs. blames, being holistic (acknowledge any good done), be operational (indicate outcome and how to accomplish it), and use of tentative tone. The article concludes by adding three specific guidelines for difficult conversations: shared-self-evaluation, skillful use of breaks when emotions flair, and use of open-ended lead-on questions coupled with continuous empathy and offers of collaborative support.

Description: Dovel Technologies started as a two-person company, and by the time we sold to Private Equity in late 2019, Dovel had more than 1,200 people on its payroll. In this article, the authors (and cofounders of Dovel) describe two concepts that helped Dovel grow that actuaries can apply to help grow their firms.

Description: What does it take for an actuary to be a good people manager? We propose an answer in three words: willingness, love and rigor. A good people manager is dedicated to invest in team members’ success, sincerely cares for them, and subject them to high standards that speed up their growth.

Description: Effective strategic planning can have a profound effect on the development of your team and the growth and direction of your actuarial organization. This article shares the elements that will set you up for success before the meeting even begins.

Description: This article covers the importance of letting teams lead you as a leader, that it's okay to admit you're not okay even at work, and that it's important to find informal ways for virtual teams to connect.

Description: Providing ways to master the art of soft skills and embracing agility to propel actuarial success in today's market.