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.

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 introduces hope as a cognitive concept that appears when circumstances are uncertain or dire. Hope is the belief that by shifting one's perspective, an individual has the power to take steps to improve their current problematic circumstances

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.

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 what to do when an actuary turned in her resignation, but didn't seem excited about the prospective move.

Description: In this video, Anthony Champi discusses the non-linear nature of the leadership journey, emphasizing that it involves both successes and failures, and may not necessarily lead to promotions. He highlights the importance of selflessly committing to the development of others if one chooses to become a leader of people, as well as the challenges and responsibilities that come with that role. He also advises individuals to seek opportunities for skill development and learning from mistakes, as well as the transition to leading larger teams or other managers and leaders.

Description: Latest in series of articles exploring the adaptation of Buddhist philosophy to actuarial practice. This installment examines the challenges for actuaries in dealing with external opinions of actuarial work, and how to best manage these forces so that the work remains aligned with professional standards.

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 dilemma involving an ASA who decided to stop taking exams, and communication difficulties with the Chief Actuary.

Description: Taking a look at Julia Child's signature TV show The French Chef, and how aspects of her show gives us tips on how to train others.

Description: This article identifies four root causes of poor performance and four remedies to address them that every leader should know.