For best performance, we recommend that you launch the video only if you have a high-speed (broadband) internet connection.

If you are using a dial-up (telephone) internet connection, we strongly recommend that you read the transcript of this video clip instead.

After a recent Insights Bank and Trust board meeting, Will Simms, a long-time board member, spoke with Hiram "Hi" McCard, the bank's board chairman and chief executive officer, about his intention to resign from the board of directors. Having turned over his manufacturing business to his children, Will plans to retire to Arizona with his wife.  He has agreed to remain on the board for a few months until Hi can find a replacement.

Hi’s first choice as Will’s replacement is Bill Williams, a pharmacist and local drug store owner. Although Bill has no previous banking experience, he is a highly visible and respected community member and has served several terms on the town council.  Hi has invited Bill for a cup of coffee at a local café to discuss the matter.

As you watch the video, keep in mind the following questions:

  • What are Bill’s misgivings about Hi's offer? 
  • How does Hi describe Bill’s role as an external director? Is Hi looking for "an active, outside the box thinker" or someone who simply enjoys the perquisites of being a director?
  • Should Bill have any concerns about how Hi sees Bill’s role on the board?
  • Do you believe that Bill, despite having no prior banking experience, would make a good director?  Why or why not?
Click the “Click to launch video” button to view Hi and Bill’s discussion.

Reflections on the Video

Clearly, Bill’s reluctance stems from his lack of experience in, and knowledge of, the banking business.  Hi assures him that his leadership role in the community, his ability to think outside the box, and his success as a local business owner all indicate that he would be a valuable bank director.  Besides, according to Hi, he and senior management do most of the work when it comes to dealing with bank business; Bill wouldn’t have to worry about that.

Hi’s reassurances, along with enticements such as director fees and board retreats at prime vacation spots, do little to ease Bill’s concerns, although he does find the opportunity intriguing.

Concluding Thoughts

Hi's invitation to serve as a director has given Bill a number of questions to answer. They may be some of the same questions you asked yourself when you were first asked to serve as a director.

  • What does a bank director do? What responsibilities does a director have?
  • Where does a director fit into the bank's management system?
  • What does the board expect of an external or outside director?
  • What skills or background does a director need to have to be an effective director?

The remainder of this lesson attempts to answer these important questions. After successfully completing this lesson, you will see that external directors not only have much to contribute, but their regular and active participation in board concerns is vital to a bank's success.

Reference View
Print This Page
Ten Commandments for Directors
Ageless Advice from a Bank Supervisor
The Balance Sheet
The Income Statement

Minutes from Previous Board Meeting

Common Board Committees
Corporate Governance: Consequences of noncompliance
Corporate Governance: What is Risk?
Corporate Governance: 10 Best Practices
Sample Director Self-Assessment

Your Orientation
A History in Minutes
Your Bank's Supervisor
Board Basics for your Bank
Red Flags for the Board of Directors
Why Boards Have Committees
Your Board's Committees
Supervisory Actions
Your Audit Committee's Charter
Red Flags for your Audit Committee

Spotlight on the Audit Committee

 

Back to top

  Return to Meeting Agenda Page
(Main Page for the Course)
Next >>