{"id":1250,"date":"2017-09-13T20:49:08","date_gmt":"2017-09-14T03:49:08","guid":{"rendered":"http:\/\/www.songdoibdcitytalk.com\/blog\/?p=1250"},"modified":"2017-09-14T20:51:19","modified_gmt":"2017-09-15T03:51:19","slug":"everything-korea-september-11-episode-revisit-working-korean-teams","status":"publish","type":"post","link":"https:\/\/www.songdoibdcitytalk.com\/blog\/everything-korea-september-11-episode-revisit-working-korean-teams\/","title":{"rendered":"Everything Korea September 11 Episode. A Revisit- Working with Korean Teams"},"content":{"rendered":"
\"\"<\/a>

Korean Business with Don Southerton<\/p><\/div>\n

For most of my career I have worked with Korean teams\u2014many based in Korea, many in local overseas operations. I find both exchanges rewarding, but very different and require a varying set of skills. I\u2019d like to offer some best practices.<\/p>\n

To begin<\/strong><\/p>\n

We find with Korea facing international operations the primary communication channel between the Korean HQ and local subsidiary is through expatriates\u2014although in some cases this is shifting.<\/p>\n

In key positions, Korean expats serve in roles including the CEO who is responsible for managing the local company or region. The CFO and technical support can be expats, too. Most often these Korean expats along with local leadership executive form the core for business operations in the host country.<\/p>\n

By the way, the expats below senior management are often referred to as \u201cExecutive Coordinators\u201d or \u201cExecutive Advisors\u201d in the West. As a caveat, this model does vary some and in some organization we see a mix of \u201cCoordinators\u201d and Korean assigned as line managers. However, the Korean term for these expatiates is ju jae won.<\/p>\n

In the larger overseas subsidiaries, the Korean expats are assigned to the major departments.<\/p>\n

In many instances, as I mentioned, the expat Coordinators are not assigned a direct managerial role but still hold considerable oversight over the local operations.<\/p>\n

Roles vary with each company, but frequently a Coordinator\u2019s primary role is to be a departmental liaison and communication channel between Korea and the local subsidiary.<\/p>\n

That said, for westerners unfamiliar with the Korean model, this \u201coversight\u201d usually translates into the Korean expats requiring sign off on all decisions\u2014trivial to substantial.<\/p>\n

This can be a huge challenge when newly assigned expats have little specific background in or knowledge of the host country\u2019s operations and market. More so, when their decisions are motivated by what they feel would please the HQ in Korea.<\/p>\n

Cognitively, they do recognize local management skills and expertise, but especially if under pressure to perform and meet expectations may defer to engaging in decision-making.<\/p>\n

Of course, this can be a challenge.<\/p>\n

New ju jae won<\/em> are skilled and accomplished in Korean style business operations, norms and practices.<\/p>\n

However, they are now assigned to an overseas subsidiary where norms, practices, expectations, and laws differ. Adding to this \u201cManaging westerners\u201d is very different than overseeing a Korean team\u2026<\/p>\n

Next, I\u2019ll cover several scenarios with best practices for supporting overseas team. All take finesse and collaboration, plus recognize norms and practices differ\u2026 as well as require working \u201cwithin the Culture.\u201d<\/p>\n

To again clarify, my perspective is based on years working with Korea and especially in daily mentoring and providing strategy for their overseas operations\u2014Koreans and Westerners.<\/p>\n

Scenario One<\/strong><\/p>\n

It\u2019s common for a Korea expatriate, frequently called a Coordinator, to directly request members of the team to gather information or data on the local operation. Usually, Korea has asked for this information and the Coordinator is executing the request. These always have a sense of urgency.<\/p>\n

The Challenge<\/strong> is the local departmental head may be circumvented (often unintentionally)\u2026. and requests disrupt operations and designated priorities. More so, the line of management for the department is blurred\u2014i.e. staff confused on \u201cwho is in charge.\u201d<\/p>\n

The Workaround<\/strong> centers on an effective working relationship between the Coordinator and the department head. An understanding must be reached that when requests from Korea (or from the senior Korean leadership at the subsidiary), it is first brought to the department head\u2026 and they handle who will execute.<\/p>\n

In particular, the local western manager is more familiar with their team, individual workloads, any special situations and skill sets. In fact, with a clear communication channel the work will be performed with better results by the individuals tasked with the assignment, and less stress on the Coordinator asked to acquire the data.<\/p>\n

As a caveat, one burden on a department can be when a high percentage of work and tasks teams are engaged are to support Korea and not the local operations.<\/p>\n

Scenario Two<\/strong><\/p>\n

As noted, a Coordinator\u2019s role is to support the local operation. Local teams and specialists are hired with a high degree of knowledge and experience. A clash occurs when decisions best left to those in the know are deflected.<\/p>\n

The Challenge occurs when Coordinators override a decision or unilaterally make the call. This can range from the hiring of new employees to pushing off a much-needed program.<\/p>\n

Again, the Workaround is a clear Company-wide defined role for the Coordinator. They are advisors who can provide much-needed input and an HQ \/ mother company perspective\u2026 but not assume line manager responsibilities.<\/p>\n

In other words, clarity must be established in regard to as long as they are acting on behalf of the mother company considerable weight must be given to their input. That said, even when they have the company\u2019s best interest in mind, their own personal views must be gauged and moderated.<\/p>\n

Scenario Three<\/strong><\/p>\n

Perhaps the most challenging situation is moving Coordinators to make a decision.<\/p>\n

The Challenge<\/strong> In most Korean companies leadership decide on direction and major issues. In turn, the working team’s role is to implement or gather needed information. This role\/ skillset changes when working level Koreans are assigned as an overseas Coordinator.<\/p>\n

Workaround<\/strong> When conducting a meeting where a decision must be made recognize that your Coordinator will have considerable say in the outcome. First, since the topic and subject matter may be new to your Coordinator, I recommend you share prior to the meeting any needed background documents (best provided in PPT format).<\/p>\n

In addition, have an informal pre-meeting Q&A with the Coordinator to brief and update them on any specifics. Note: they may need a day to review proposals and agreements, so timing is critical.<\/p>\n

Even in the best cases, expect that the Coordinator 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 Coordinator.<\/p>\n

I’d create a sense of urgency with a timeline for execution and implementation. Regardless, expect some delays and be patient.<\/p>\n

Over the years, I’ve found that Coordinators appreciate when their overseas co-workers recognize that the internal approval process takes time and be ready to offer, as needed, additional supportive data or documents.<\/p>\n

BTW, if you are a vendor and your firm provides services to a Korea-based partner, it\u2019s best to provide both the western and Korean teams with background information prior to any meetings. Moreover, be prepared to share the meeting’s content in digital format afterward with the Korean team, too.<\/p>\n

With the shift to ever-increasing daily interactions with Korean HQs via web and phone conferences, western teams need even deeper practical insights into working within the Culture along with new skill sets.<\/p>\n

In particular, the Executive Coordinator\/ Advisor model has had its limitations…but the Koreans assigned as expatriates do learn local norms and adapt over time. This means the Coordinators mold to local operations with a little need for many of the local teams to become skilled in Korea workplace norms.<\/p>\n

In contrast, working with teams based in Korea takes a different approach.
\nKorea-based teams follow deeply embedded HQ and company norms. They are not likely to model or adapt to their overseas subsidiaries.<\/p>\n

This now means 1) becoming acquainted with Korea norms, understanding the Korean workplace \u201cin\u2019s and out\u2019s\u201d and \u201cdo\u2019s and don\u2019t.\u201d And, 2) developing strong skills in managing the relationship with effective cross-communication taking on a new heightened significance.<\/p>\n

Over the past years, I\u2019ve shared solutions in my books, articles and case studies\u2026 that said, I find that each situation requires one having to drill deeper to truly grasp and then provide a solid resolution.<\/p>\n

Thoughts?<\/p>\n

As always, Stacey stacey@koreabcw.com, my assistant can schedule us a time to meet or chat by phone.<\/p>\n

For all urgent matters, text me at 310-866-3777<\/p>\n

For more information on my work\u2026. www.learnmore.Koreabcw.com<\/a><\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

For most of my career I have worked with Korean teams\u2014many based in Korea, many in local overseas operations. I find both exchanges rewarding, but very different and require a<\/p>\n","protected":false},"author":16802,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[213],"tags":[108,19,163,161,171,177,235],"class_list":["post-1250","post","type-post","status-publish","format-standard","hentry","category-commentary","tag-bridging-culture-worldwide","tag-don-southerton","tag-donald-g-southerton","tag-korea-consulting","tag-korea-facing-business","tag-korea-market-entry","tag-korean-business"],"yoast_head":"\nEverything Korea September 11 Episode. 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