Tag Archive for Samsung

Korea Facing: The Seemingly Impossible

October 19, 2012 general Comments Off on Korea Facing: The Seemingly Impossible

by Don Southerton, Editor

Companies like Samsung, Hyundai, Kia, SK, and LG have a reputation for setting huge goals that look to many outside the organizations unrealistic. Most often it’s stretch goals for sales, which I’ve witnessed not only throughout the Hyundai Motor Group, but with other major Groups, from smart phone sales, to food services, to the Korean retail golf market.

What I have found interesting and quite different from the West is that when stretch goals are announced Korean teams and management never openly voice that the task is impossible, even if leadership and most of team don’t have a plan…

Why? It’s thought that although you may not have a plan or solution…someone, perhaps the most junior employee may either know of a way, or someone has a friend in their personal network who has a solution. It’s felt that it is never productive to share even with close co-workers that task is impossible, since they may be the one with an idea. Outwardly they are forward leaning and positive.

On another level, when senior leadership set huge goals some in the ranks might doubt, but many more grew up witnessing the amazing and near impossible achievements of the Group. They reason that if the company did the impossible before, why not again… In other words, success breeds success.

BTW, I was a once in a conversation with a senior Korean manager. I brought up the subject of what it took to be be terminated or fired. Pondering for a moment, the Korean manager instead explained that it was hard to get fired even if you made a big mistake if you were seen as positive and upbeat.

Suggestion

Always be seen as positive and forward leaning…even when facing the near impossible.

 

Korea Facing: Countermeasures

October 13, 2012 general Comments Off on Korea Facing: Countermeasures

By Don Southerton, Editor

When I first began coaching at both Hyundai and then Kia Motors a few of the older highly experienced industry veterans got some satisfaction in pointing out “issues.” More so, if they had previously warned the Korean team what would happen if the company took a certain approach and it ultimately failed to meet expectations. It’s no surprise that tensions ran high.

My strategy to improve relations was to persuade the American team that pointing out “issues” wasn’t culturally productive. It was obvious to all when mistakes and poor judgements surfaced. Moreover, Koreans often took a trial and error approach. What was needed were “counter-measures,” an English term the Korean teams were using.

This mindset was reconfirmed a few years later while conducting a team building leadership workshop. In the discussion, one of the Korean participants pointed out that they looked for at least 3 options to solve a situation. He went on to explain that in Korea when a problem surfaced, they would prepare at least 3 or more “counter-measures” providing a solution for senior leadership to review.

Just pointing out the problem, he said, which is common in the West was not productive–noting that his boss already knew there was a problem. They want to see options. Most often the best approach turned out to be a combination of the 3 possible solutions.

My Suggestion

When issues and problems surface be the one to step forward with solutions.

Korea Facing: Decision Making

October 6, 2012 Education Comments Off on Korea Facing: Decision Making

By Don Southerton, Editor

As noted in the 3 previous Korea Facing hierarchy articles, ( see LINK below) power in Korean companies is often very centralized and only people at the highest level have the right to decide on issues. In Korea, the working team’s role is to implement or gather needed information. In other cases where overseas leadership and teams hope to offer a new service or program, local Korean management’s role is to gather information and then share with the appropriate senior team members, who are often in Korea. The local opinion is valued, but review may come from Korea.

My Suggestion…When conducting a meeting where a decision must be made please recognize that your local Korean team(s) will have considerable say in it’s outcome. This may include both the operations and finance teams. First, since the topic and subject matter may be new to your Korean team, I recommend you share prior to the meeting any needed background documents (best provided in PPT format). In addition, have an informal pre-meeting Q&A with the Korean team leader to brief and update them on any specifics. Note: they may need a day to review proposals and agreements, so timing is critical. Even in the best cases, expect that the Korean team may want to postpone any decision until they can carefully review and perhaps confer with Korea. I suggest all documents and meeting PPTs be immediately forwarded to the Korean team. I’d create a sense of urgency with a timeline for execution and implementation. Regardless, expect some delays and be patient. Over the years, I’ve found that Korean teams appreciate when their overseas co-workers recognize that the internal approval process takes time and offer supportive data or documents.

BTW, if your firm provides services to a Korea–based partner, provide both the western and Korean teams with background information prior to any meetings. Moreover, be prepared to share the meeting’s content with the Korean team, too.

Korea Facing LINK http://archive.aweber.com/bcw-clients/L.Vjo

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