Committees : Governance
Avoid burnout on the board, develop real leadership and schedule special meetings to look at the big picture, says Jim McAlpin of Bryan Cave LLP.
Before sharing directors with another bank, think about the potential liability, says Jonathan Hightower of Bryan Cave LLP.
Directors need to take a far more active oversight role in overall management succession, not just in CEO succession. The question is: how?
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.
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.