In two recent columns, I've written about the makeup of bank boards. Community banks, it seems, prefer active people -- local entrepreneurs -- and sometimes struggle to find a politic way to retire older members who have turned the board into a retirement club.

Also, many CEOs find that having a lawyer or accountant on the board can be damaging to the bank's efficiency, as these members are often more interested in cultivating business for their own firms than in helping the bank to prosper.

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