3 Highlights from the CAS Leadership Summit

Over September 5-6, more than 80 Casualty Actuarial Society (CAS) leaders, both staff and members, converged in Baltimore for the annual Leadership Summit and related activities. The first day , CAS Vice Presidents hosted in-person meetings with their respective committee chairs and staff. Later that night Leadership Summit attendees networked and socialized at  a baseball game between the Baltimore Orioles and Texas Rangers (spoiler and shocker…Orioles lost). The next day was the actual Leadership Summit, which was divided into three different sections. Here are three highlights from the Summit that pertain to – and ultimately impact – members:

Emotional Intelligence

Brent Rossman, CAS member and executive coach, led the group though lessons on emotional intelligence. All leaders took an assessment there on the spot (Emotional Intelligence 2.0) and we shared our results and learned from one another. While we cannot improve our intellectual quotient (IQ), we can, through practice, improve our EQ (emotional quotient) using social awareness, empathy, and relationship management.

CAS Strategic Initiatives

Prior to lunch, the group engaged in a conversation on CAS strategic initiatives. Robust discussion occurred as we spoke about basic education and how we are looking to bring three things forward on this front: new technologies, new learning experiences and potential increased focus on applied analytics. Other strategic initiatives discussed included international strategies, The CAS Institute, equity/inclusion/diversity, and community/culture.

Challenging CAS Orthodoxies

The Leadership Summit concluded with an afternoon of challenging CAS orthodoxies. “Flipping Orthodoxies” is an exercise in innovation where one takes a “fundamental truth,” asks why it exists and then turns it around (flips it) to create a new vision of the future. An example of an orthodoxy that was challenged was the idea that the CAS Fellowship credential should be the same for everyone, and that not having tracks/specialization is best for the CAS. Twenty or more orthodoxies were identified and challenged in group settings and this information will be compiled for the Board for consideration as it revisits the CAS’ envisioned future and strategic plan.

My main take-away from the Summit was that the CAS is well-poised for continued success and we have a tremendous group of engaged volunteer and staff leaders that are open to learning new skills and leading us forward to thrive in the future!

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