By Don Southerton, Editor Thought you may appreciate links to my recent Korea media interviews. Essentially, I encourage collaboration and offer thoughts on what is the best way to approach Korean facing business–in Korea and globally. BTW Each interview looks at the topic from a different perspective.
1. Last week’s tbs eFm Seoul radio interview is now available in mp3 format.
Southerton Advises Non-Koreans in Overseas Korean Offices
January 14, 2013, 6:50 PM KST
By Evan Ramstad
As we’ve noted in the past, the canon of English-language books that explain South Korea’s contemporary life and culture for people doing business here is quite small.
But there’s a niche that’s even smaller: advice books for non-Koreans who work for Korean companies in other countries.
Don Southerton, a U.S. business consultant, has written several publications centering on the Korean auto industry, new urbanism, entrepreneurialism, and early U.S.-Korean business ventures. His firm, Bridging Culture Worldwide, provides strategy, consulting and training to businesses that are working in South Korea.
Just a few weeks ago, he published his latest, an e-book and paperback called “Korea Facing: Secrets for Success in Korean Global Business.” With it, he has flipped the tables to look at the challenges that non-Koreans face working in the overseas offices and subsidiaries of Korean firms. The book is available in e-book form for Amazon’s Kindle, Barnes & Noble’s Nook and Apple’s iPad devices.
For Immediate Release Denver, Colorado January 1, 2013 Korea global business expert Don Southerton has released his latest new publication, an eBook titled Korea Facing: Secrets for Success in Korean Global Business. Southerton notes “With ever-growing number of people employed by Korean-based companies outside of South Korea, this book will provide western teams and management with a strategy and skills to succeed.” Topic covered in the ebook include working with Korean expatriates, managing business partnership expectations, and understanding the Korean decision making and thought process.
Readers will find Korea Facing differ from most books on Korean business with the target audience global teams working outside South Korea and not those employed in Korea, although they, too, will benefit from its content. The author further explaining, “Likewise, if your firm provides services or products to a South Korean overseas subsidiary this book will be beneficial and offer tactics to strengthen and maintain the relationship.”
Finally, Southerton points out a third group that will benefit, ” If your company has significant business in Korea, but leadership and headquarters are located in the West, the book will offers key management suggestions on how best to deal with pressing issues and challenges that surface.”
The eBook is available through iBook, Kindle, Nook, and Amazon. A complimentary PDF version is available upon request. (Just email me, dsoutherton@bridgingculture.com)
About the author When Fortune 500 companies, top Korean Groups, leading international law firms, the media, and elite consultancies like Bain and Monitor look for Korean-facing branding, business strategy, coaching, market-entry, and advice-they turn to Don Southerton. With over 35 years experience, Don Southerton is the definitive authority on Korean-facing global business and branding–from automotive, golf, and QSR/food sectors to New Urbanism and Green technology. When questions surface in development, launch, or fulfillment, we provide sound research, solutions, and comprehensive strategies.
Building on a life-long interest in Korea and the rich culture of the country, Southerton has authored numerous publications with topics centering on culture, new urbanism, entrepreneurialism, and early U.S.-Korean business ventures.
Southerton extensively writes and comments on modern Korean business culture and its impact on global organizations. ###
Korea Facing: Secrets for Success in Korean Global Business By Donald G. Southerton Publication Date: Late December 2012
Over the years, book projects like Korea Facing along with the required research have played an important and synergic role in Bridging Culture Worldwide coaching, consultancy, and training programs. This includes sharing topics such as working with Korean expats, managing business partnership expectations, and understanding the Korean decision making and thought process.
About the new book This book differs from most books on Korean business. Frankly, the target audience is not those working or looking to be employed in South Korea, although they will benefit from its content.
The focus is instead on the ever-growing number of people employed by Korean-based companies outside of South Korea. This book will provide you with a strategy and skills to succeed.
Likewise, if your firm provides services or products to a South Korean overseas subsidiary this book will be beneficial and offer tactics to strengthen and maintain the relationship.
Finally, if your company has significant business in Korea, but leadership and headquarters are located in the West, we offer key management with suggestions on how best to deal with pressing issues and challenges that surface.
About the author When Fortune 500 companies, top Korean Groups, leading international law firms, the media, and elite consultancies like Bain and Monitor look for Korean-facing branding, business strategy, coaching, market-entry, and advice-they turn to Don Southerton.
With over 35 years experience, Don Southerton is the definitive authority on Korean-facing global business and branding–from automotive, golf, and QSR/food sectors to New Urbanism and Green technology. When questions surface in development, launch, or fulfillment, we provide sound research, solutions, and comprehensive strategies.
Building on a life-long interest in Korea and the rich culture of the country, Southerton has authored numerous publications with topics centering on culture, new urbanism, entrepreneurialism, and early U.S.-Korean business ventures.
Southerton extensively writes and comments on modern Korean business culture and its impact on global organizations.
Over the years, I’ve shared much on business norms and expectations with Korean, American, and global teams and management. I, too, have learned much in exchange. In fact, I’ve been fortunate to have a number of senior Korean leadership share their opinions and thoughts.
Last year I was asked by a Korea client to find out if a successful and high profile American brand was interested in the Korean market. If so, the Korean firm would like to be considered as a potential partner. After talking to the American brand’s founder and CEO, he politely shared that their plans were to focus on the US market. Any Asia expansion would not be for at least 2-3 years.
Several month’s later while they were visiting the US, I hosted the Korean client’s Chairman and his wife at a VVIP lunch meeting. Over the meal, the Chairman’s wife quizzed me on my progress with the American brand. I explained that the US brand’s founder and CEO was polite, but they were not currently looking at Asia and Korea.
Pausing a moment, the Chairman’s wife expressed that their Group was still very interested in the brand for Korea. She then hoped I’d keep trying and not take “no” for an answer; adding firmly that sometimes we need to “Knock on the door a hundred times!”
I came away with 2 insights worthy of sharing…
1. My Korean client’s success was evidently rooted in their perseverance and not taking “no” for an answer. A trait I find in many of the top Korean Groups.
2. That the company’s success was also due to the Chairman’s wife–a strong and influential woman who has gained my respect and esteem. Take away When challenged with an issue, situation, or problem…we need to “Knock on the door a hundred times.”
BTW… I hope all is well. Let me know if you have any pressing questions or issues. I’d be happy to share my thoughts and perspective.
In the Korea Facing article on Decision Making, we pointed out that in most cases leadership made key decisions and teams implemented. Getting these approvals in itself can be a challenge, time consuming, and should take into account such subtleties as senior management’s mood.
At times, teams can wait days for an approval. This can be because senior Korean management is out of the office and traveling. But, it can also be that Korean teams try to be sensitive to their boss’ mood, well-being, and workload, along with an awareness of pressing issues impacting the company and their division.
In other words, if senior management is dealing with a major challenge, or looks stressed, team leaders may delay requesting a meeting that day. In contrast, if their senior management looks to be in a good mood, timing might be better to get an approval. Again timing is everything and good timing–being sensitive–is the sign of a savvy team leader.
An Example In once instance when I was in Korea I witnessed teams (there was a line) waiting all day to meet with an overseas business Vice President to get approvals for a wide range of projects. One specifically involving a merger of services in the world’s largest and most competitive car market. The delay: the VP was on the phone with his back turned to the door making arrangements for his daughter’s wedding…a personal matter, but one which the teams and subordinates would not infringe.
Take away… In a word, be patient when waiting for an approval. Recognize that to be effective Korean teams often need to wait and time their meetings with seniors for an approval. Be sensitive and do not unduly press Korean teams. If the issue is time sensitive, (which many usually are), communicate this, and seek clarity on the status. In many cases, pro-actively sharing with your clients, suppliers, and service providers the Korea facing approval process can greatly reduces stress on your side.
Questions? Comments? Challenges? Let me know by email.
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.
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.
In case you missed,… we’ve recently released 2 new eBooks.
The first eBook provides a concise history of early Hyundai and Kia Motors car production. Models discussed range from Hyundai and Kia’s first production cars to those developed under 2000-1 restructuring.
A second eBook is our latest work on early US and Korea entrepreneurial ties and the accomplishments of Henry Collbran.
