Following our previous post, which shared Rich Cooper’s advice for aspiring leaders, we now share a useful video for those moving from managing their own output to managing others i.e. achieving output through others. As Dr Axel Zein puts it: “The day you become a manager, your job changes totally. When you’re an employee, your performance is defined by your own work… The day you become a manager, you realise that your performance is defined by the work that others are doing: your team… it’s about what they’re doing.. [and] what they need”.
In his 16 minute talk, Axel uses the analogy of team sports, and draws parallels to business: “...The players on the field... are the ones working. There’s a team manager, there’s a clear goal to win the game, and there’s a clear strategy on how to win the game. It’s the same in business”.
You have to get the right team together, you have to create a high-performance culture, you have to make them more productive, and you have to create an environment where people just love to work and love to give their best… It is mostly about growing others.”
Read more to watch Axel’s TEDx talk (including how leadership is about serving others, making it a totally different job than being an individual contributor), and see the five topics from sports he connects to managing others in a business environment. We then share other ideas for developing your managerial skills and being seen as a leader within your business.
Another strong article by Annmarie Geddes Baribeau which fits well with Protagion’s enthusiasm for active career management. Focused on consulting, particularly actuarial consulting, and the skills needed, it originally appeared in Spring 2018. It formed part of a supplement to the Contingencies magazine of the American Academy of Actuaries, called Actuarial Job Seeker.
We particularly appreciate the style of personal stories and views Annmarie uses, and the insights of those who’ve experienced consulting underlie its authenticity. While this post concentrates on her discussions with consulting actuaries, readers may recall we previously shared our takeaways from 8 wider-fields General Insurance actuaries who spoke with Annmarie about their experiences.
Consulting is a topic we at Protagion have written about before, although those articles have been broader than one profession. They include:
[The] skills and even personality traits required for success [as a consultant] often do not come easily for those attracted to quantitative work. Actuaries who want to become part of the consulting world need to know themselves – and the expectations of the firms they join. Fortunately, there are a variety of consulting roles available and infinite opportunities to improve the skills necessary for climbing the consulting career ladder.”
For her article, Annmarie spoke with a range of actuaries:
A number of our members have expressed an interest in Non-Executive Director roles as part of their longer-term career development, particularly as the composition of boards is changing over time to become more diverse across many dimensions including gender, background, and age.
In support of these members’ ambitions, this post shares some questions individuals can ask before considering a non-executive directorship.
Boards of organisations (companies and other) consist of two main types of directors. The first is those who work for the organisation on a day-to-day basis, making decisions, leading the organisation, and implementing the organisation’s strategy. They are executive directors, and we’ve previously written about lessons learnt from shadowing executives. Executive assistant / business manager roles are a great way for ambitious talent to gain exposure to executive decision-making at an earlier stage in their careers.