Intrinsic, Can-do and Hands-on

In a recent Seoul meeting with several former executives, I brought up a major Korean company’s move to Mobility. I mentioned that some I advise feel the OEM still needs to sell lots of cars and SUVs.  

Expected a similar “need to focus on business” response, but instead and rather a surprise, the senior Korean paused, then with conviction pointed out “They always needed a farsighted goal—best if it seemed impossible!”  

 

He then stopped to reflect for a moment, perhaps recalling past years dedicated as Company Man —before the conversation moved on.

 

Can-do Spirit

In my work as an advisor, I often share Korean core values, the norms and expectations to teams globally —those long associated with Korea would agree—a common drive to tackle the impossible with a can-do spirit.  

 

Even those entering the ranks in Korea soon acculturate and embrace these values—seeing what the company has achieved over the past decades.  That said, the values are intrinsic and acquired over time.

 

I find the global challenge is instilling what are intrinsic values to those outside Korea. More so, when someone is new to Korean business.  I’ve learned it’s more art than science—and needing constant, ongoing, sharing, mentoring and coaching.

 

Hands-on Solutions

First and foremost, when tackling a situation(s) I’ve found that it is essential to “sit in” at as many meetings and discussions as possible.  I’d add being available for one on one’s with leadership is also a top best practice.

 

In both cases. it is difficult to provide objective feedback, workarounds and recommendations without understanding the full context of the major issues. Not to mention, the need from a cultural perspective to track and listen for what can be missed if I only get a briefing. 

 

Second, and in light of situations that arise and well as managing day to day workflow and expectations, I’d layer on for western teams with limited experience with Korea, this can mean I provide norms and protocols for the team to best and most effectively communicate and interact with Korea—this may include leadership, HR, Finance and operation teams. More so, this matters greatly when issues may be seen as sensitive and/or urgent. 

 

For many we find the best model is for the team to see me as “ in-house,” hands-on, report to senior leadership directly, and be available when teams have a question or concern—always kept confidential and private.  

 

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