This is the third in my “Executive Briefing” series.
When examining Korean global business, we first need to recognize that no two of us are alike, and the same applies to Westerners and Koreans. Each of us has our own unique cultural strengths, skills, and work experience.
I am often reminded of the false assumption that Western executives and teams doing business in Korea believe they will “get it” and “learn as they go.” Without continuous coaching, this common default rarely succeeds. Even more problematic is that some team members, without support and mentoring, may “never get it.”
Arguments that such support can wait often come with a price tag, missteps along the way, poor productivity, and miscommunications.
A push back attributed to the costs for support is often cited, too, as well as what appears to be dismissing or delaying any action until there is a real, unavoidable need.
The latter can range from denial with hopes that things will work out, to concealing these issues because they might reflect poorly on local Korean management. Again, regardless of such hopes to dismiss and not engage fail to recognize what I see as decades of history to the contrary.
Most non-Korean executives hired to lead Korean business divisions are industry veterans. They understand business well and are experts. Unfortunately, they often know little about Korean business practices or feel their previous experience is sufficient.
Even more significant, I found that some feel that given time, they will get Koreans to do business their way and follow the model and methods they polished and acquired working for other firms, often Japanese or German.
Contrary to this hope and recognizing the considerable work practices and corporate structure changes underway in Korea, such as dress codes, fewer hierarchical titles, and a more balanced workday, I do not see overseas Korean firms changing much in their core and deeply rooted business values and processes. Moreover, American, German, or Japanese business practices like those in Korea are rooted in their own respective intrinsic cultures.
My suggestion for Western executives eager to bring change is to become fully versed in Korean methods. Learn about the company and its partners. Learn how Koreans manage. Drill deep.
This learning does not occur without considerable insight, mentoring, and coaching. In turn, once this groundwork is completed, they can offer some sound approaches for introducing new business methods and practices without pushback.
In both cases…
Ongoing support of non-Korean management is a must for all Korea-facing organizations. Mentoring and coaching are the keys. Experience and skills vary, so support must be tailored to address individual needs.
More significantly, mentoring requires a deep mutual understanding of both Korean and Western business, not to mention the specific Western and Korea-based firms and the industry in general.
About Don Southerton
Don is a long-time C-suite advisor providing strategy, consulting, and mentoring to Korea-based global businesses. He writes and speaks frequently on Korea and Korean business-related topics.
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