Making the jump from a purely technical actuarial role to leading a team is a challenge many actuaries face as they grow in their careers. It’s not just about mastering numbers and models anymore; it’s about inspiring people, making decisions with incomplete information, and communicating clearly with colleagues who may not speak the actuarial language. If you’re looking ahead to 2026 and wondering how to make this transition effectively, you’re in the right place. Let’s talk about five key skills and strategies that can help you become a strong, confident team leader without losing the technical edge that makes you valuable.

First off, it’s important to realize that leadership isn’t just a title or a promotion—it’s a shift in mindset. You move from being the person who “does the work” to the person who helps others do their best work. That means your success is measured less by your individual output and more by how well your team performs together. The good news? Your technical expertise remains a powerful asset, but it’s time to blend it with new skills that empower and motivate others.

One essential skill to develop is effective communication, especially the ability to translate complex actuarial concepts into clear, simple terms for non-actuaries. Whether you’re presenting to senior executives, collaborating with product managers, or guiding junior actuaries, your ability to convey ideas without jargon will build trust and alignment. For example, instead of diving into the weeds of a predictive model’s algorithm, focus on what the model means for business decisions and risk management. This helps people outside your technical bubble see the value you bring and makes collaboration smoother. As one seasoned actuarial leader puts it, “Your communication skills are not just about leading a team but getting your message across within and beyond the actuarial group”[1].

Next up is emotional intelligence (EQ). Moving into leadership means dealing with people’s feelings, motivations, and conflicts—not just numbers. Developing empathy helps you understand your team’s challenges and aspirations, which in turn builds loyalty and engagement. It’s about noticing when someone is struggling or when team morale dips, and responding thoughtfully. As actuaries, we’re often trained to focus on logic and data, but leadership demands balancing that with emotional awareness. Think of it as reading the room: if a team member is overwhelmed, a quick check-in or offering support can make all the difference. This human touch often sets successful leaders apart from those who rely solely on technical mastery[2][8].

Another key skill is decision-making under uncertainty. If you’ve been accustomed to working with precise data and well-defined problems, leadership pushes you into a world where you must act without complete information. The famous “40-70 rule” by Colin Powell advises making decisions when you have between 40% and 70% of the information—any less and you’re guessing; any more and you might be delaying unnecessarily[1]. Practically, this means trusting your judgment and experience, even when the data isn’t perfect, and being ready to adjust as new information comes in. For instance, deciding on resource allocation for a new project may require balancing risk and opportunity with incomplete forecasts. Showing decisiveness builds confidence in your leadership and keeps your team moving forward.

Closely related is the ability to delegate and empower your team. As a technical expert, it’s tempting to do the detailed work yourself because you know you’ll get it right. But leadership is about trust—trusting your team to handle the technical tasks while you focus on strategy, coordination, and removing obstacles. Delegation frees you to think bigger and helps your team develop their skills. For example, assigning a junior actuary to lead a small analysis project with your guidance not only builds their confidence but also grows the team’s overall capability. Remember, being a leader isn’t about being the smartest person in the room but about making everyone else smarter[1][8].

Finally, building a strategic mindset is crucial. This means looking beyond daily technical tasks and understanding how your team’s work fits into broader business goals and industry trends. It involves asking questions like: How does our work impact company profitability? What regulatory changes should we anticipate? How can we innovate to stay ahead of the competition? Cultivating this perspective helps you contribute to strategic discussions and position your team as a key player in the company’s success. It’s also what separates a good manager from a visionary leader who shapes the future[2][6].

Putting these skills into practice requires continuous learning and self-reflection. Start by having an open conversation with your manager about your leadership ambitions and ask for feedback on your progress[1]. Seek out leadership development programs tailored for actuaries, such as those offering coaching on communication and team management[9]. Practice these skills in small ways—lead a team meeting, mentor a colleague, or volunteer for cross-functional projects. Over time, you’ll build confidence and a leadership style that feels authentic.

Remember, the transition from technical expert to effective team leader is a journey, not a leap. It’s about blending your analytical strengths with people skills and business savvy to guide your team through complexity and change. By focusing on clear communication, emotional intelligence, decisiveness, delegation, and strategic thinking, you’ll be well-prepared for a successful leadership role in 2026 and beyond. The path may be challenging, but it’s also deeply rewarding—both professionally and personally.