Description: A real life situation is posed involving a management, leadership, or other business decision, and readers are invited to submit their responses to "What Would You Do?" This case study involved an actuary interviewing a candidate who seemed exceptional, until she started pushing back on the job level.

Description: This article contains tips for meeting people, building relationships and furthering your career in a simple, fun and authentic way.

Description: This article discusses two key challenges one must overcome to gather the best data for managers to make data-driven decisions.

Description: James Glickman delivers his general session speech at the SOA 2019 SOA Annual Meeting & Exhibit in Toronto.

Description: A regularly occurring column in this Leadership and Development Section publication, it is a platform for the Section Chairperson to communicate with the readership regarding upcoming important topics that this Section will focus on in the current year. This article provides an overview of the new plan of focus for the newly-elected Leadership and Development Section Council for 2023.

Description: Andy Rallis delivers his speech at the presidential luncheon of the SOA 2019 SOA Annual Meeting & Exhibit in Toronto.

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: Now that Covid and other viruses seem to be leaving us (hopefully!), what is left of the aftermath? For two locked-down years, we no longer could network face-to-face, meet with colleagues at work, do lunch or breakfast, enjoy meeting for coffee, nor attend conferences or other events to experience great speakers up close. Nor could we show up as one of those great speakers ourselves! This article explores what's next in our newly virtual world of public speaking!

Description: In May, the Leadership and Development Section sponsored a webinar where 4 four senior actuarial leaders with different backgrounds, experiences, and geographic locations shared their journeys and unique perspectives. This article summarizes the key takeaways from the discussion of the paths they followed to leadership.

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.