Description: Self-management is your ability to use awareness of your emotions to stay flexible and direct your behavior positively. When you understand what you are feeling, you can effectively choose how to react. Knowing your individual tendencies can help you prepare for future events by consciously deciding to change or adjust your behavior when certain situations occur. The article shares strategies, examples and personal insights to illustrate how to develop the skill of self-management.

Description: A real life situation is posed involving a management, leadership, or other business decision, and readers are invited to submit the irresponses to "What Would You Do?" This issue’s case study involved a staff performance issue faced by an actuary new to management.

Description: Knowing how we and those around us are wired is very important for having successful relationships, whether it be family, a work team or any interaction that can be built upon for the future (e.g., a potential client). There are several models of human behavior inexistence. Like any model, none are perfect. However, having one that can generally guide us the majority of the time with simplicity, practicality and success is of great benefit.

Description: On May 31, the Joint Risk Management (JRM) and Leadership & Development (L&D) sections held their regular book club session to discuss The Influential Actuary by David C. Miller. We had 50+ SOA members attend the meeting who passionately shared their experiences and engaged with the author. This article shares insights about the book and discussion.

Description: The transition from personal producer to manager/leader is a shift that can be difficult for many professionals, including actuaries. Appreciating and understanding the fundamental differences between the two roles is critical to success.

Description: The author briefly describes a hypothetical example of several unconscious biases in the workplace, drawing upon the behavioral economics work of Kahneman and Tversky. He presents data to refute the snap judgments that are all too common in human interaction.

Description: Five Quick Ways to Improve Your Leadership in 2020

Description: How great servant leaders develop their people.

Description: Executive coach Marcel Schwantes returns for Part 4 of a six-part series, discussing one of the most counterintuitive best practices of servant leaders—allowing others to share leadership. Here, he describes the four basics for creating leader-leader rather than leader-follower cultures.

Description: Executive Coach Marcel Schwantes demonstrated that applying daily practices of Servant Leadership is really the best way to engage workers to perform at a high level, which will improve the bottom line. Here Schwantes returns to kick-off a six part series that delves deep into the best practices of what a servant leader is, and does.