The Bank Board Letter, published monthly, is edited exclusively for directors of financial institutions and their holding companies. Totally subscriber supported with no advertising, The Bank Board Letter is a quick, informative read with updates on regulatory, compliance and legislative issues, as well as on industry trends and management strategies.

Plus, periodic surveys of reader concerns reveal what directors are thinking about, such as communication with management; director recruitment and education; board effectiveness; and director liability.

With regulators pressing for more board involvement in corporate governance, the best directors are informed directors. And The Bank Board Letter, now in its 30th year, continues to be an essential information resource — with a consistently high rate of subscription renewals.

Sample Excerpt

January 2010

A total of 140 banks were closed in the United States last year, not to mention all of the financial institutions that have closed around the world, and the real question is, “Where were the bank boards?” Having spent a big part of my life observing, speaking for and educating boards, it is not surprising to me that often the board is the last to know that there are serious problems.

I believe that bank boards are often composed of the wrong people. They fail to evaluate themselves adequately; they spend next to no time thinking about or working on board succession; and there is no formal process for recruiting new, competent members. Today’s competent bank CEO, chairman or board member should be thinking about this question: Is this the board our bank needs today and for the foreseeable future?