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A Season for Change Originally published in Bank Directors Magazine, American Bankers Association
Conflicting pressures from new regulations, legal threats, shareholder activism, and the change in corporate governance practices are reason enough for boards to examine their composition, structure, activities and compensation. Recently there have been disturbing changes in the attitudes of shareholders, regulators, and the courts relative to management and the role of outside directors.
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Serving As An Outside Director Of A Financial Institution: Challenges For Change Originally published in DIRECTOR’S MONTHLY, The National Association of Corporate Directors

Recently there have been disturbing changes in the attitudes of shareholders, regulators, legislators and the courts relative to bank and saving and loan ("bank") management and outside directors.
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The Shareholders Are Coming: A Shareholder's Guide To Corporate Governance Activities Originally published in ISSUE ALERT, The Monthly Corporate Governance Resource, Institutional Shareholder Services.

Corporate managers who anticipate problems. operate efficiently and plan for future contingencies should be admired, cheered, compensated generously and monitored lightly. Corporate managers who have quietly presided over the deterioration of their company;s competitive position, morale, reputation and stock price cannot expect instant financial and emotional kudos for commencing a reorganization and seeking "rescue" capital.
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Shareholder Relations - Fairer Rules For The Governance Game   Originally published in DIRECTOR’S MONTHLY, SPECIAL CORPORATE GOVERNANCE ISSUE, National Association of Corporate Directors.
The value of shareholder activism is clear. No board of directors, not matter how qualified, can be expected to represent shareholder interests better than the shareholders themselves.
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The Role Of Outside Directors: Recommendations For Change Originally published in American Banker, the Daily Financial Services Newspaper.

Part 1
New regulations, legal threats, shareholder activism and changing practices in nonbank governance are putting conflicting pressures on the outside directors.
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The Role Of Outside Directors: Recommendations For Change  Originally published in AMERICAN BANKER, The Daily Financial Services Newspaper

Part 2
Boards should be structured to create a synergistic relationship with management and to deal quickly with important issues. Public companies are subject to all of the new changes in shareholder activism, corporate board governance and shareholder discontent pressures.
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Warning Signs of a Business in Trouble
(Originally published in The American Banker, ,American Bankers Association)

A business that is becoming troubled gives off early warnings. Astute, creative bankers who learn to recognize these danger signals in time can protect themselves from severe losses and help the client to find effective remedies.
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How To Reorganize Or Sell A Troubled Business: Practical Considerations Originally published in Los Angeles Bankruptcy Forum Website and Commercial Lending Review, The John Colet Press, a publication of Institutional Inverstors, Inc., New York, NY.

OWNERS OF TROUBLED BUSINESSES usually must choose between two alternatives: to reorganize for the benefit of present owners or to reorganize and make additional changes in order to sell the business. When creditors become involved in the workout , they may be asked to judge the troubled business's reorganization or sale plans.
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