Description: Six actuaries who speak about the profession to the public. Adults and children describe how they talk about what actuaries do.

Description: The December2012/January 2013 edition of The Actuary magazine—the Society of Actuaries’ flagship publication.

Description: This article discusses the actuarial image campaign and the approaches the initiative will be taking will is expected to provide greater opportunities for actuaries.

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 article describes Carol Proffer's career as an actuary beginning in an insurance company to her role in investment consulting where she helps general partners raise private equity, venture capital and real estate funds.

Description: A real life situation is posed involving a management, leadership, or other business decision, and readers are invited to submit their responses to "What Would You Do?" This case study involved an actuary interviewing a candidate who seemed exceptional, until she started pushing back on the job level.

Description: The February/March 2014 edition of The Actuary magazine—the Society of Actuaries’ flagship publication.

Description: The June/July 2014 edition of The Actuary magazine—the Society of Actuaries’ flagship publication.

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 whether a an actuary who realized he didn't want the job for which he was interviewing should admit it, or wait to see if an offer is extended.

Description: Should Sam take a temporary assignment paying less than his former job, or continue searching full time? What Would You Do?