Description: This article shares tips for those starting out in the actuarial profession. The source is my experience and that of Ian Duncan FSA FIA FCIA MAAA and other actuaries.

Description: Leadership Inspiration contest entry that focuses on how life events and our reaction to them teach and motivate us all to be better leaders.

Description: This article describes the reasons that diversity in business translates in to better performance for companies with diversity management teams.

Description: May 2018 issue of The Stepping Stone by Leadership & Development Section. practical information for actuaries, trends that impact section, section activities.

Description: The article covers 6 actions that leaders can do to cut down on over-load, remove stress and keep targeted on priority items. Reducing multi-tasking is key.

Description: A summary of the responses to the article “Stochastic Cherry Orchard”. A situation where a subordinate actuary was asked by his superior to reduce the number of scenarios run on a UL valuation in order to meet a time deadline.

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: The authors suggest that mastering 'star performer' skills and work strategies is simply a matter of learning and practicing the outlined techniques. From The Stepping Stone, February 2012, Issue No. 45.

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: 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.