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George Soros on the market crisis

This Financial Times article by funds manager George Soros has some interesting background and comments including the following:

The super-boom got out of hand when the new products became so complicated that the authorities could no longer calculate the risks and started relying on the risk management methods of the banks themselves. Similarly, the rating agencies relied on the information provided by the originators of synthetic products. It was a shocking abdication of responsibility.

Everything that could go wrong did. What started with subprime mortgages spread to all collateralised debt obligations, endangered municipal and mortgage insurance and reinsurance companies and threatened to unravel the multi-trillion-dollar credit default swap market. Investment banks’ commitments to leveraged buyouts became liabilities. Market-neutral hedge funds turned out not to be market-neutral and had to be unwound. The asset-backed commercial paper market came to a standstill and the special investment vehicles set up by banks to get mortgages off their balance sheets could no longer get outside financing. The final blow came when interbank lending, which is at the heart of the financial system, was disrupted because banks had to husband their resources and could not trust their counterparties. The central banks had to inject an unprecedented amount of money and extend credit on an unprecedented range of securities to a broader range of institutions than ever before. That made the crisis more severe than any since the second world war.

Bank-customer communication and blogs

Whilst I have been aware of Savings & Loans credit union's blog for some time, the Better Banking Blog has drawn my attention to RaboPlus's Executive Blog and its demonstration of the value of interactive communication with customers.

In the comments section on a post about Westpac's online banking downtime, RaboPlus's Head of Financial Services for  Australia and New Zealand receives comments both about his site's own downtime and design and responds to both quickly receiving praise from the commenters.

There's no point in being defensive: if you're open about problems and show that you'll respond to  comments you'll attract a favourable response.

Reviewing your CEO

Venture capital investors are reputed to be hard-nosed, so I found this framework for reviewing a CEO to be of interest.

It assesses the CEO in the following areas:

  • Vision
  • Leadership
  • Operating Management
  • Values and Integrity
  • Shareholder/Investor/Financial Community
  • Strategic Partners
  • Human Resources
  • Public Relations
  • Board Relations
  • Financial Results
  • Key Challenges in the Year Ahead

Message to a new lawyer: don't be arrogant

Each year at Yom Kippur (Jewish Day of Atonement) I say a prayer asking for forgiveness for (amongst other things) being arrogant. I did not always think that this applied to me.

I recall responding, when I was a young lawyer, to a client's observation that lawyers were privileged with a sharp retort that, on the contrary, lawyers had huge obligations and responsibilities.  But the truth is that lawyers are indeed privileged and failure by many lawyers to recognise that privilege does lead to arrogance.

What privilege am I talking about? The privilege of working in a profession that is respected for its ethical standards and commitment to justice and the rule of law. The privilege of being able to earn a good income. Yes, these privileges come with obligations but the benefits must not be underestimated or abused.

How can a young lawyer (or indeed any professional of any age) combat arrogance?

The simplest way is to put clients first.

Here are some everyday rules:

  • remember that it's the client's matter;
  • never make promises you can't keep;
  • obtain full instructions (don't jump to conclusions);
  • anticipate problems;
  • clients are people: know and understand them;
  • listen hard;
  • discuss fees;
  • don't send rude letters (draft them, but don't send them);
  • give your clients understandable advice;
  • be practical.

Don't go into partnership with any person unless they are like-minded and hold the same values.

This post has been inspired by Blawg Review #142