Description: Presents a situation involving a management, leadership, or other business decision. Readers write in with their answers, and in the next issue those will be compiled and presented, along with what actually happened in the real life situation.

Description: Book review of the book First, Break All the Rules: What the World's Greatest Managers Do Differently by Marcus Buckingham and Curt Coffman.

Description: Two of the greatest challenges a leader faces are knowing how to build a high-performance team to achieve superior results and then instituting the mechanisms necessary to actually create that team. "Managing with Metrics" is one of several key areas that a manager must focus on. In addition, "Managing with Metrics" applies equally to the team as a whole, as well as its individual members

Description: Interview with Allan Ryan.

Description: Continuation of a series of articles adapted from the book "Awake at Work" by Michael Carroll, covering the application of Buddhist teachings to situations encountered in a modern corporate workplace setting. This series addresses challenges frequently encountered by practicing actuaries.

Description: Some additional seven-word phrases suggested by readers of the first article.

Description: This book review explores leadership tips from the book: The Intangibles of Leadership: The 10 Qualities of Superior Executive Performance.

Description: Leadership is a change in focus from trying to stand out as great to fading into the background and serving others. Don't seek being a Cult of Personality, rather seek to develop a Culture of Personality - built on relationships and empowering people.

Description: This is the second article in a three-part series focused on the "Do Nothing" leadership approach presented by Professor J. Keith Murnighan, a professor at Kellogg School of Management, Northwestern University.

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.