From Strength to Strength
Recently, I read From Strength to Strength by Arthur C. Brooks. While the book is often positioned as a guide for people in midcareer and beyond, I found its message highly relevant to all of us.
Early in our careers, many of us rely on what Brooks calls fluid intelligence: the ability to learn quickly, solve difficult problems, and process complex information. For actuaries, this often means building technical expertise, mastering new tools, earning our credentials, and becoming known as the person who can tackle difficult analytical challenges. These are the skills that frequently earn recognition early in a career. We are valued for speed, precision, and technical mastery.
Over time, however, crystallized intelligence becomes increasingly important. This is the wisdom that comes from experience: judgment, pattern recognition, communication, and the ability to teach and guide others.
As consulting actuaries, this shift matters because our value can eventually extend beyond technical expertise. Clients rarely come to us simply for calculations. They need help understanding tradeoffs, navigating uncertainty, and making informed decisions. Ultimately, they seek relationship with trusted advisors.
In the second stage, we may spend more time on coaching, team leadership, thought leadership, and helping clients understand the implications behind the numbers. The most effective consultants learn to combine technical knowledge with communication and judgment.
Reading this book made me reflect on my own career journey. Looking back, I wish I had more deliberately considered these ideas sooner. It would have helped me better understand my transition from analyst to project leader, from technical expert to thought leader.
One lesson that particularly resonated with me is the importance of focusing on outcomes. When clients ask me about retirement plan design, automation, or contribution strategies, the most important conversation is often not the technical details themselves. Instead, it is the impact those decisions may have on organizations and the people they serve. It's more about predicted outcomes than short term influence on participant behavior.
This book also prompted me to think differently about relationships. Throughout our careers, we build many professional connections. Some remain work relationships, while others become genuine friendships. Investing in those relationships is important, especially as we think about the next stages of our lives and careers.
At last year's CCA Annual Meeting, award recipient Lee Gold shared a comment that has stayed with me. He asked "When's the best time to plant a tree?" And his answer: "Ten years ago."
A consulting actuary doesn't need to be nearing retirement to benefit from this perspective. The earlier we invest in communication, leadership, mentoring, and relationship-building skills, the better prepared we will be for the next phase of our careers. As actuaries, we're trained to think long term. Our professional development deserves the same mindset.