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What happens when you learn about a potential whistleblower -- someone who's gone through an internal process to report wrongdoing? Do you tense up a little bit? Feel tempted to release the hounds? Want to circle the wagons?

Of course, you know that retaliating against a whistleblower can subject your company to penalties. Everybody does it, though. Ross Brooks, a partner with Sanford Heisler's whistleblower protection practice, told Inside Counsel that companies retaliate about nine times out of 10. Yet, there are ways to deal with whistleblowers that don't involve a pink slip.

Here are a few courses of action in-house counsel may want to consider:

Littler Mendelson, the largest global employment law practice, recently released a report in which it documents the "swelling tide" of class actions brought against employers under the Fair Credit Reporting Act (FCRA).

In the report, it discusses why the number of FCRA class actions is growing, and what your company can do to protect, or defend, itself from a class action. Here's a brief summary of the report, which you can read in full by clicking here.

The Supreme Court's Hobby Lobby decision ruffled the feathers of all of us who believe women's health issues belong between a woman and a doctor, not a woman, a doctor, and middle management. Unforeseen issues of corporate governance and liability have also escaped from the Pandora's Box that is Hobby Lobby.

On NPR's "All Things Considered" this week, correspondent Wade Goodwyn came up with another unexpected result: the loss of the corporate veil. Goodwyn talked to Gregory S. Crespi, whose law review article "The Reverse Pierce Doctrine" was cited in Hobby Lobby's briefing. The article, published in 1990 in Journal of Corporate Law, posits a model framework for analyzing and deciding cases where a person with a claim against a "corporate insider" is actually trying to treat the insider and the corporation as a single entity.

As in-house attorneys are increasingly expected to take on more strategic roles, in addition to counseling business executives, there may come a time when you must advise (or remind) the Board of Directors the qualities they need to look for in prospective directors.

What follows is a quick list of some of the attributes that a good addition to the Board of Directors would have.

While we normally don't cover state court cases, when the state is Delaware, we listen. Because of the sheer number of companies incorporated in Delaware, state court decisions can have a national impact.

A recent Supreme Court of Delaware case involved the board of directors, and what is necessary to effectuate a valid resignation.

A new study of corporate general counsel reveals that in-house counsel are lacking the resources they need to tackle compliance issues, according to Grant Thornton. One Grant Thornton professional noted that, "Corporate counsel are facing a variety of new regulatory risks every day," including fraud, data security, and ethics. He noted that, "perhaps because of these new risks -- corporate counsel do not feel they have the resources to keep up, perhaps creating a vicious circle of regulatory and litigation risk."

So, instead of running around like a hamster on a wheel, what can you do to better grasp compliance issues at your company? Here are four ways you company can get a better handle on compliance.

The New York Stock Exchanges Governance Services publication, Corporate Board Member, and executive recruitment agency BarkerGilmore, conducted a study to examine the role of general counsel in the boardroom. The study, entitled "GCs in the Boardroom and Beyond," (free download with registration) surveyed 275 directors and CEOs from Corporate Board Member's database.

The results? They are in line with the overall trend of the evolving role of general counsel, and there is recognition that general counsel have more to contribute than just being the fearless leader of the law department.

As you probably have heard, on Monday, Target fired then-CEO Gregg Steinhafel because of the massive data breach that compromised 70 million addresses and 40 million credit card accounts, resulting in a 2.5% decrease in fourth-quarter sales, reports The Boston Globe.

As general or in-house counsel, the last thing you should do is stick your head in the sand. You may think this has nothing to do with you -- but you are wrong -- this has everything to do with you. As in-house counsel's role evolves, business issues like this will more often fall in the realm of the legal department.

In 2009, during GM's reorganization, a new entity was created -- "New GM." Whereas Old GM would stay in bankruptcy and deal with the creditors, New GM bought old GMs profitable assets, essentially giving GM a fresh start.

Part of the reorganization required that pre-existing claims for personal injury and the like would be resolved in Old GM's bankruptcy proceeding. Judge Gerber noted, "the only alternative to an immediate sale is liquidation -- a disastrous result for GM's creditors, its employees, the suppliers who depend on GM for their own existence, and the communities in which GM operates."

But that was all before the ignition switch fiasco. Now what?

We've been hearing a lot of security data breaches lately -- some would say too much. From the Target and Neiman Marcus debacle to last week's Heartbleed bug, we now know why cybersecurity is on the minds of general counsel not just in the U.S., but worldwide.

Based on a recent district court decision, the data breach itself may be the least of a company's problem. What may be worse is not only the media and consumer fallout, but the possibility of FTC enforcement actions, and private litigation.

Please pass the Advil.