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 difficult hiring decision faced by an actuarial manager.

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: 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: 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: In May, the Leadership and Development Section sponsored a webinar where 4 four senior actuarial leaders with different backgrounds, experiences, and geographic locations shared their journeys and unique perspectives. This article summarizes the key takeaways from the discussion of the paths they followed to leadership.

Description: What does it take for an actuary to be a good people manager? We propose an answer in three words: willingness, love and rigor. A good people manager is dedicated to invest in team members’ success, sincerely cares for them, and subject them to high standards that speed up their growth.

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.