Description: Men and women have different leadership skills. But working alongside men, women can effectively leverage their leadership strengths to bolster their careers.

Description: We can learn a lot about actuarial exams but they don't really teach us about the business world and how to operate in it.

Description: Research shows humans have a proclivity to provide the wrong answer when others have done so. This article provides 3 ways to bolster independent thinking.

Description: Nov. 2017 issue of The Stepping Stone by Leadership & Development Section. practical information for actuaries, trends that impact section, section activities.

Description: Have you ever thought you did something very well just to be given feedback that proves you wrong? A leadership story that started with delegation.

Description: To be an outstanding leader, you must become a masterful communicator. Learn a number of simple yet critical steps to achieving that.

Description: How do you distinguish yourself and your team, and make their contributions stand out? By articulating your 'superpower' in a natural way. Learn how.

Description: A seven step plan to help actuaries start thinking like business owners when it comes to managing their careers, and enhance their career 'stock value'.

Description: Servant Leadership is a leadership philosophy that focuses on organizational success through serving and enriching the lives of the employees. As employees become engaged the organization becomes more vibrant, sustainable and successful. Four primary principles are discussed: Create an Environment for Employee Growth; Provide Employees What the Need to Thrive; Remove Obstacles to Employee Achievement; Help Employees Reach Organizational and Personal Goals. Trust, creativity, shared vision, listening, job skills and personal attention lift employees up, creating high quality, engaged employees that help drive organizational success and create a pool from which the next generation of leaders for the company will emerge.

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.