Description: Reflection and messaging from ISC chair for March 2025 newsletter

Description: Summary of networking activities and update from ISC chairperson

Description: This article discusses two perspectives covering the experience of attending and presenting at in-person conferences after COVID-19. It also briefly covers the value of attending conferences, volunteering, and networking.

Description: The article presents a retiree's perspective and personal experiences & considerations in managing risks & challenges in retirement distribution.

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

Description: Book review of 'How to Win Friends & Influence People'.

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: Latest installment in a series covering the application of Buddhist principles to the working world of actuaries. This installment specifically addresses how the desires and wishes of actuaries are never truly satisfied but rather just shift to other wants and desires, and what actuaries can do to find more peace in their workplace and careers.

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: Read how to combine people management and mentorship to create positive and open environments and improve employee engagement and productivity.