Rebuilding Trust in Banks -- Contents -- Preface -- Acknowledgments -- Chapter 1 Leadership: A Force for Change -- Napoleon-Leadership Lessons -- Conclusion -- Notes -- Chapter 2 Leadership: From Success to Failure -- Stan O'Neal -- Jimmy Cayne -- Dick Fuld -- Fred Goodwin -- Conclusion -- Notes -- Chapter 3 Setting the "Tone at the Top" -- Conclusion -- Appendix 3A Board Questions Regarding the "Tone at the Top" -- Notes -- Chapter 4 Ethics in Finance -- Systemic Integrity -- Market Integrity -- Regulatory Integrity -- Organizational Integrity -- Personal Integrity -- Duty-Based Ethics versus Consequential Ethics -- Ethics Are Situational -- Four Ethical Lenses -- Test 1: The Effectiveness Test -- Test 2: The Predictability Test -- Test 3: The Mutuality Test -- Test 4: The Self-Image Test -- Conclusion -- Notes -- Chapter 5 The Role of the Board: Theory and Reality -- Blurring of the Boundaries -- Role of the Chair -- Role of the CEO -- Role of Committees -- Why Boards Failed -- Conclusion -- Appendix 5A The Role of Board Committees -- Notes -- Chapter 6 Leadership, Governance, Strategy, and Risk -- Choice of Strategy -- Revisiting the Company Purpose -- Revisiting the Company Mission -- Revisiting the Vision -- Revisiting Culture and Values -- Environmental Analysis and Organizational Alignment -- Revisiting the Business Model -- Avoiding Cultural Risk -- Failure of Effective Implementation -- Traditional Risks -- Earnings Driver Risks -- Questions Regarding Risk -- Systemic Risk -- Reputation Risk -- Operational Risk -- Concl usion -- Appendix 6A Board Questions Regarding Strategy -- Appendix 6B Board Questions Regarding Risk -- Chapter 7 Developing Suitable Leaders -- Succession Planning -- Succession Planning for the Company -- Succession Planning for the Board -- Recruiting Directors -- Evaluating Directors -- Talent Management.

Monitoring and Evaluating Performance -- The Impact of Remuneration and Reward on the Suitability of Leaders -- Conclusion -- Appendix 7A Board Questions to Ensure Suitable People -- Notes -- Chapter 8 Ensuring Organizational Integrity -- Creating a Compatible Culture -- Problems of Compliance -- Judgment Traps and Biases -- Management Overrides -- Collusion -- Instituting Appropriate Controls -- Managing Risks -- Effective Internal Controls -- Conclusion -- Appendix 8A Creating a Suitable ERM Framework -- Notes -- Chapter 9 Governance: The Wise Restraints That Set Men Free -- Why Corporate Governance Matters -- Reconciling Competing Interests -- Keeping Great Leaders Great -- Failures of Governance Are Expensive -- Distributing Wealth Creation Equitably -- Three Components of Good Governance -- Self-Discipline -- Market Discipline -- Regulatory Discipline -- Overlaps, Underlaps, and Turf Wars -- Regulatory Arbitrage Based on Different Philosophies of Regulation -- Inadequate Sanctions and Penalties -- The Way Forward -- Conclusion -- Notes -- Chapter 10 Leadership with Governance: Rebuilding Trust in Banks -- Leadership Alone Is Not Enough -- Governance Failed -- Why Self-Discipline Failed -- At the Individual Level -- At the Organizational Level -- Why Market Discipline Failed -- Why Regulatory Discipline Failed -- What Is Needed to Rebuild Trust -- Boards Must Challenge Management Constructively -- Need to Reimpose Effective Regulatory Discipline -- Conclusion -- Changes in Self-Discipline -- Changes in Market Discipline -- Changes in Regulatory Discipline -- Reconciling Leadership with Governance -- Notes -- About the Author -- Index.