Leadership is not reserved for CEOs, firm owners, or elected officials. Actuaries have many opportunities to lead, whether guiding a client through a difficult decision, mentoring a colleague, or serving on a committee. That was one of the key takeaways from a recent webinar by Andy Stanley, based on his book What Great Leaders Do.

One of his opening observations was particularly memorable: "Great is what great does." Leadership is not measured by good intentions. It is measured by actions. More importantly, leadership is not limited to people with formal authority. You influence and lead others through the questions you ask and the actions you take.

Stanley highlights a common obstacle he calls paradigm paralysis. This occurs when people become so accustomed to existing processes and assumptions that they tend to stop being truly curious. Leaders can play an important role in preventing this--fostering environments where people feel comfortable challenging conventional thinking, wondering out loud, and considering possibilities that may initially seem unrealistic.

To help overcome paradigm paralysis, Stanley encourages leaders to ask two key questions (among many others beyond the scope of this blog).

1. What is considered impossible to do?

This question invites us to look beyond today's constraints and focus on challenges that may seem too large or complex to solve.

For actuaries, several challenges come to mind. Retirement security continues to be a significant concern as Social Security faces long-term pressures and responsibility for retirement outcomes increasingly shifts to individuals. Healthcare quality and affordability, data security, and artificial intelligence are other issues that may seem overwhelming. Yet innovation often stems from wrestling with big questions. As James Baldwin once said, "Those who say it can't be done are usually interrupted by those doing it."

2. What would the next leader do?

The second question is equally challenging. Imagine someone stepping into your role tomorrow with no attachment to "the way things are supposed to be done." What changes would they make? What opportunities might they spot more easily? This question encourages us to view challenges through a fresh lens and recognize changes we may already know are necessary but have chosen to delay. 

As I reflected on these ideas, I was reminded of the many opportunities actuaries have to lead. Leadership is not simply about managing people. It is about having a vision and helping others see, embrace, and refine that vision. As you think about your own teams and organizations, consider where you may be experiencing paradigm paralysis. What "impossible" challenge deserves fresh thinking? And what would the next leader do? The answers may reveal opportunities that have been within reach all along.