27 Managers. 10 Leadership Lessons.

I have had 27 managers in 25 years. There is much I have learned about leadership from each of them. This is how I came to average more than one manager per year over a quarter-century career:

• I rotated through positions as an actuarial student. Each rotation came with a new manager.
• I applied for new roles, both internally and externally. Each job change resulted in a new manager.
• Managers for whom I worked left their roles, or there was a reorganization. That resulted in a temporary manager, then a new full-time one.

Of the 27 managers I have had, 23 are unique. I worked for two of them three separate times. One manager I worked for three times, with 15 years separating the first and last time!

Many of the 23 individuals for whom I worked have gone on to continued success and senior roles. This includes roles such as senior vice presidents and heads of functions. It includes chief risk officers, chief actuaries and even a chief executive officer. About two-thirds were actuaries.

These are the top 10 leadership traits I have learned from my past managers:

1. BRING SOLUTIONS, NOT PROBLEMS

I learned this early on. I had a manager who realized that I consistently presented him with problem statements. He did not like it. He thought it was habit-forming. Something needed to change. He had me present him with three solutions for every problem. Soon, I realized I usually needed only one solution. This habit of presenting a solution for every problem is one I have continued with for each of my later managers.

Steve Jobs is credited with having said something similar to, “It doesn’t make sense to hire smart people and then tell them what to do; we hire smart people so they can tell us what to do.” I could not agree more. As a people manager myself, I invite the same from my team members, as previously detailed in The Actuary article “Insights from Experience.”

2. INSTILL DISCIPLINE AND SET AN EXAMPLE

One manager I worked for was very disciplined in his approach to strategy and tactics. He asked each of his team members to articulate their mission statement, responsibilities and team metrics. Then, he had us name our key stakeholders and align these responsibilities with them. This practice of being precise in one’s scope, stakeholders, and metrics instilled consistency, alignment and discipline. When we received something that was ambiguous, had unclear value or was not for a key stakeholder, he directed his team to review what they had previously articulated. He was very disciplined. He consistently set an example for his team members to follow.

Albert Einstein is often credited with having said, “Setting an example is not the main means of influencing others, it is the only means.” A good manager not only instills discipline but also sets an example for team members to follow.

3. FIND A WAY

One of my managers was ambitious, creative and moved rapidly. He would sometimes ask for outcomes that seemed impossible. Once, he told me that the chief actuary—his manager—wanted to see a full projection of the next quarter’s earnings for a specific block of business. I assessed that we needed to update all assumptions, collect data and compare projections to historical results. I thought this would take two weeks. He went ahead to say that the request was due in two days! I needed to reframe it. I asked myself, “How can I do this in two days?” I realized I needed to make high-level assumptions, use available data and fully show the method of calculation. Doing the work this way met his expectations. It enabled him to provide fast information to the chief actuary while understanding the assumptions and limitations of the work product.

A saying often attributed to Nelson Mandela is, “It always seems impossible until it’s done.” This, to me, sums up how it is vital to find a way when an assignment otherwise seems impossible.

4. TRY NEW THINGS

I had a manager for whom I was excited to work. He had taken the role that my earlier manager vacated. I had encouraged him to apply. After he started, he asked me what I wanted to do after my current role. The question took me by surprise. I was more focused on what I was doing and on working for him. It got me thinking. Next time we spoke, I articulated something new I wanted to do. About two months later, a similar role opened internally. I applied for it with his prompt. I do not believe I would have done so otherwise. It was this job change that gave me the confidence to keep exploring new opportunities and end up in roles I would never have otherwise considered.

To paraphrase author C.S. Lewis, “You never know what you can do until you try.” I am grateful to this manager who encouraged me to try new things.

5. CREDIT YOUR TEAM

Professionals often find it difficult to sing their own praises. Self-promotion can feel selfish, self-aggrandizing and against a team spirit. In my experience, it is often true that a manager does not know all the things on which you are working. They may have a limited understanding, a false impression or just not notice. I believe it is critical to highlight your successes, especially to your manager.

One manager I worked for taught me that one of the best ways to do this is to credit your team and those around you with key accomplishments. This has a way of bringing out the role you have had in the work. A manager who has an employee who credits their team for key accomplishments will understand that the team leader also often deserves much of the credit.

A past colleague of mine liked to use this quote from leadership expert John Maxwell: “Teamwork makes the dream work.” Crediting your team can boost your own perceived value with your manager and within your organization.

6. CONVINCE WITH YOUR PRESENCE

I worked for a manager who oversaw the setup of a new function and program. It had to do with risk, controls, and governance. Not all stakeholders were thrilled. It meant new requirements that could slow down their work. He had constant work to do explaining why we were doing what we were doing. He needed to influence his stakeholders. He had to sell the idea of the new program.

On one occasion, he told me he felt like a desperate salesperson. I did not see it that way. I watched him effectively pitch the ideas repeatedly to various audiences. He methodically made his key points. He consistently addressed stakeholder questions and concerns. He presented himself professionally. He always wore a suit jacket and pants for key stakeholder meetings. He stood in front of the room. He was effectively the face of the new function. He was convincing with his presence. This is something I have tried to do after watching him work.

Poet Walt Whitman said, “We convince by our presence.” A good manager does just that.

7. BRING THE ENERGY

One of my favorite managers was high-energy. She was loud and boisterous, and liked being around people. Collaborating with her was exciting. She made work fun. She joined the team during a time when there was low morale. Her energy was a key factor in reinvigorating the team spirit.

One trait I noticed across my managers is their ability to avoid frustration in group settings. They will often express frustration in a smaller group setting but have an innate ability to keep their cool when they are feeling frustrated. Another characteristic of my most skilled managers is that they lit up the room when they entered, often acknowledging others respectfully and referentially. One manager I worked for always did this when going in to see his manager, perking him up for the upcoming discussion.

Oprah Winfrey said, “You are responsible for the energy that you create for yourself, and you’re responsible for the energy that you bring to others.” Even on a tough day, a good manager will try to bring their best energy, especially to their team.

8. BE INDEPENDENT

I learned this early on. I had just moved to a new manager. I needed to facilitate a difficult discussion among stakeholders. I invited him there for support. Later, when giving me feedback, he complimented me on my work but encouraged me to be more independent. I knew exactly what he meant. I had invited him as a fallback plan in case I was unsuccessful. I needed to believe I could achieve the intended outcome. I needed to be more independent.

I have taken this lesson forward to my other managers. I will let them know what is going on and when I need them. However, I try to be as independent as possible. With another manager I worked for, I was very independent but sometimes needed to vent, talk things through or get quick guidance. He was always available for these purposes. The combination of employee independence and manager availability is a good one, in my estimation.

Mark Twain said, “Independence is loyalty to one’s best self and principles.” A good manager encourages their employees to be independent, while being available as needed.

9. BE AN EXPERT

The more senior my managers have become in their organizations, the clearer it has become to me that leadership traits are not all that it takes to succeed. One cannot underestimate the significance of soft skills. This includes leadership, communication and teamwork. However, there must also be subject matter expertise. It is important, I believe, to be an expert at the role you are in.

The key to developing expertise is understanding what the role requires and standing for the work product in a credible and consistent way with key stakeholders. This requires paying attention to details. It means asking the right questions. It includes self-study and upskilling. Most of the managers I worked for were not only strong managers, but they were also experts in their function. When that was the case, it always gave me innate confidence in their abilities.

American author Robert Greene said, “The future belongs to those who learn more skills and combine them in creative ways.” A good manager will build expertise in a function and combine that with strong soft skills.

10. BE EMPATHETIC

According to a 2021 article in Forbes pointing to several research studies, empathy is the most important leadership skill. Being empathetic allows one to see things from the perspective of others. This often is a key factor in motivating others. It matters for keeping strong relationships with team members and key stakeholders.

One of my favorite managers was very empathetic. She understood my perspective. She took great pains to give me the full context, even if it was not something I wanted to hear. She often shared her own experience of dealing with difficult situations, including leading teams through change. As I had applied for the role she eventually hired me for, when times got tough, she would say to me, “This is what you wanted, Mitch Stephenson.” That phrase reminded me that she understood and appreciated my challenges but also had confidence that I would figure them out, as she had many times before. Sharing one’s own experience to help team members navigate challenges is a sign of an empathetic leader. It demonstrates vulnerability, builds trust and encourages psychological safety.

Leadership expert Simon Sinek said, “Empathy is being concerned about the human being, not just their output.” I believe a good manager and a good leader will show the key leadership trait of empathy.

BRINGING IT ALL TOGETHER

Looking back, I have been privileged and lucky to have worked for the 27 managers I have had in 25 years. I have learned key leadership traits from each of them. I am still watching their careers and successes with awe. I am glad to have worked for so many managers and consider my own managerial style a culmination and a tribute to those who managed me.

Statements of fact and opinions expressed herein are those of the individual authors and are not necessarily those of the Society of Actuaries or the respective authors’ employers.

Copyright © 2026 by the Society of Actuaries, Chicago, Illinois.