Description: This 2016 Annual Meeting session explores how leaders are evolving, how newer generations want to be engaged, and how to succeed in this new environment.

Description: In this real life case study, an actuarial candidate tried to get the hiring manager to increase the level of the position for which she was interviewing. Did that raise red flags about her candidacy? A compilation of reader responses is presented, along with what actually happened.

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: This article is the result of the Leadership & Development book club on Dare Lead. The article talks about major themes in the book and relates them to other podcasts and authors thought on those themes.

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

Description: Leader interview.

Description: This article highlights the importance of communicating concisely and effectively through email and other written forums, and when/when not to use written vs. other forms of communication.

Description: March 2020 issue of The Stepping Stone by Leadership & Development Section. practical information for actuaries, trends that impact section, section activities

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

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.