Part 3: Best Practices for Bank Boards
By: James McAlpin
This is the third part in a series of articles by Jim McAplin of Bryan Cave LLP on the 10 best practices for bank boards.
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This is the third part in a series of articles by Jim McAplin of Bryan Cave LLP on the 10 best practices for bank boards.
Whether your bank board is currently experiencing some form of board level conflict or stress as a result of the recent credit crisis, or if it is one of the few boards free of it for the time being, this article will guide you through various tactics for resolving disputes.
This is the second in a series of articles by Jim McAplin of Bryan Cave LLP on the 10 best practices for bank boards.
In this short video, Robert Venture, Compensation Committee Chairmen for First Commonwealth Financial Corp., shares his bank’s strategy for conducting an effective evaluation of the CEO from the top down.
Jim McAlpin of Bryan Cave LLP offers the top 10 best practices for bank boards, culled from his and his partners’ experiences attending hundreds of board meetings during the past several decades.
Succession planning takes hard work and boards tend to make it a task instead of a strategy. Or, you could use the three envelope approach.
U.S. bank boards tend to have older members, fewer financial experts and more people busy with outside jobs than their European counterparts.
This article describes what qualities and skills are needed on a bank board and addresses the specific needs of each board committee. Executive search firm Crist Kolder shares guidelines and assessment tools to help start you on the path of determining who should be on your board.
Picking the bank's next leader is one of the most important tasks of the board. Here's how to do it (and not to do it), according to an experienced executive search consultant and a management professor at the Georgia Institute of Technology.
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