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 what to do when an actuary turned in her resignation, but didn't seem excited about the prospective move.

Description: Discusses how if you can learn to find out what your employees need from you, you can do a better job of managing those employees

Description: One of the many reasons several organizations fail to reach their potential is the presence of internal politics. In general, the question is not whether politics are present within organizations rather the right question is how much politics exist? From The Stepping Stone, April 2005, Issue No. 18.

Description: The author suggests that if you invest in your professional image appearance, behavior and attitude you will advance your personal brand and undoubtedly succeed in your career.

Description: The fundamental steps to breaking out of a professional ‘slump’ are covered in this article.

Description: This article provides some effective ways to reward employees excellence.

Description: An article on how to battle cognitive bias.

Description: In this book review of ‘Analytics at Work: Smarter Decisions, Better Results,’ by Thomas Davenport, Jeanne Harris and Robert Morison, the reviewer notes it has attracted the attention of senior managers and executives who are interested in developing a culture of fact based vs. “gut based” decision making. The book describes the value of transitioning to an analytic based culture and how to do it. From ‘The Stepping Stone’ issue number 43.

Description: Book summary and review of "Conversational Intelligence: How Great Leaders Build Trust and Get Extraordinary Results" by Judith E. Glaser. Summarizes the three main levels of conversation, how conversations can move from trusting to distrusting, and how to achieve conversational intelligence and Level III conversations.

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 whether an actuary who had recently started consulting should consider a job offer to return to a corporate role.