Archive for Don Southerton

NEW: Korean Expatriate Global Business eLearning Series

November 26, 2012 general Comments Off on NEW: Korean Expatriate Global Business eLearning Series

Supporting Korean overseas teams (ju jae won) and their Korean executives is a must for all Korea-based organizations. The assumption that expatriates can bridge cultural gaps through practical on–the–job experience might work with those few highly intuitive individuals with the exceptional ability to assimilate cultures. However, what stands out in numerous studies is the need for training. In particular the need for a training program that can successfully provide insights into new business cultures and values, while fostering sensitivity and teamwork among all members of the company.

An effective eLearning program for Korean expatriates can help bridge gaps while supplying needed skills and knowledge.

Based on years of working with western and Korean expat teams, we have developed an eLearning program to address issues that commonly occur in the American and global workplace.

The benefits of the eLearning program include:

1.  The training is designed to be self-pacing with the ability to go back for a second time to review a specific section. This will result in better comprehension and higher retention of course content.

2. Flexibility–Unlike instructor-led training the course is highly accessible. This allows the participant to fit the training into their schedule.

3. Finally, this eLearning offers an opportunity to grow. The course content will add to the participant’s understanding of the differences in global business, improve communication with local teams, and make them more effective in fulfilling the assignment.

 

Outcomes

Although there is bound to be some friction between expatriate and host country cultural values, a successful cross-cultural and localization training program accomplishes:

1. Awareness and appreciation of both the home and host country with the ability to gain an insight into one’s own personal traits, strengths, weaknesses, attitudes, and interests.

2. Realization of similarities and shared values, along with an awareness of and respect for cultural differences.

3. The ability to adapt to new cultures, ideas, and challenges on the job and in the home, while adjusting quickly to new conditions and workplace practices.

Next Steps

Further details on the Korean Expatiate Global Business eLearning Series is available upon request. This includes a Table of Content, course outlines, and fee rates.

Call +1-310-866-3777 or email Dsoutherton@bridgingculture.com

 

Korea Facing: A Recap

November 15, 2012 general Comments Off on Korea Facing: A Recap

by Don Southerton, Editor

After posting weekly Korea Facing updates over the past few months, I thought a short resource recap was timely. In part, with many readers demanding schedules and oceans of daily emails, some topics of interest may have come and gone unread. We have also added a substantial number of new readers since Korea Facing’s launch.

Here are the topics and direct links to each of the articles.

Korea corporate hierarchy

Workplace generation issues

Countermeasures (dealing with challenges)

Goals

Approval process

Not taking “No” as an answer

Western teams

As always, your comments, questions, and feedback is appreciated.

Korea Facing: Why Hire Westerners?

November 5, 2012 general Comments Off on Korea Facing: Why Hire Westerners?

By Don Southerton, Editor

Why hire local western teams? One challenge for Korean
multi-national Groups has been launching overseas operations and
staffing the local branch or subsidiary. As noted in previous
updates, Korean overseas subsidiaries have Korean management
assigned to the host country. The general term for these
representative employees is ju jae won. The Korean model has a
rotation cycle where teams and executives are assigned to overseas
divisions for 3-5 years. They then return to Korea for reassignment
with a replacement expected to take over-often with little
preparation. Skills and experience vary.

Several years ago, in a group session I hosted for Korean and
western senior managers the discussion turned to the
“role” of the westerner teams in project development. The
local western teams felt very under-utilized and wanted to
contribute more. This, of course, led to considerable frustration,
because the westerners previous employers had utilized their
experience and expertise.

Pondering for a moment during the discussion a senior Korean
pointed out that local input was respected, but perhaps feedback
needed to be better communicated. The Korean manager went on to
explain that his team knew how to do things “Korean
style”…., but what was needed were other ways of approaching
problems. Even if those ideas were not adopted, senior management
reviewed those options and took them into consideration. In fact,
Korean leadership had high trust in the local teams and their
judgement…They hired local teams to provide much needed expertise
and know-how.

Listening attentively, one of the western managers, grinned and as
I recall, thanked his Korean co-worker for sharing and promised
he’d convey the message to his team. He also wished he’d
known this 2 years earlier, since it would have reduced lots of
stress in his department.

On a similar topic…
I have noted that unlike in Korea where there is considerable
internal promotion, Korean overseas operations often do not fill
new positions from within the local organizations. Again it’s
not under-valuing local talent, but the belief that hiring New
people will bring New ideas.

BTW The same is true for vendors and service providers-at times new
partnerships are sought to replace a long standing provider. The
thought behind finding a new firm is that it can bring new
resources, ideas, and innovative solutions.

My note to Korean teams and management
Take time to provide your local western teams and management with
feedback-good or bad-when they contribute time and effort on a
project. Sharing details on how their work impacted a project will
go far in improving relations and morale, which leads to higher
productivity.

Questions? Comments?
Feedback (yes, I appreciate feedback, too).

Korea Facing: Knock on the Door 100 Times

October 30, 2012 Uncategorized Comments Off on Korea Facing: Knock on the Door 100 Times

By Don Southerton, Editor

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.

 

Korea Facing: Approvals

October 24, 2012 general Comments Off on Korea Facing: Approvals

By Don Southerton, Editor

In this week’s Korea Facing update we look at approvals, and the challenges. BTW why not subscribe to Korea Facing.
http://forms.aweber.com/form/88/1499178088.htm

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.

Just email dsoutherton@bridgingculture.com

Korea Facing: The Seemingly Impossible

October 21, 2012 Education 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: 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

Korea Facing Secrets: Hierarchy in the Workplace

September 22, 2012 Education Comments Off on Korea Facing Secrets: Hierarchy in the Workplace

By Don Southerton, Editor

We’ve received some great feedback on the 3 Korea Facing hierarchy articles…. hope you enjoy, too.

To subscribe, go to 
http://forms.aweber.com/form/24/175507524.htm

Don
This is really interesting stuff and is helping to give me a valuable insight into the working culture of my Korean colleagues.

Thank you.

 


…love your Korea Facing educational newsletters, it is really a great and easy way to get the basics so that you want to know more….


Great pieces!

 

Hi Don,

This information is very timely



Aloha Don,
Again, great points! I liked Part 3.

Like today’s organizations in America, Korean organizations are also presented with the internal challenge of bringing multi-generational employees together to create harmony and cohesiveness.  Individuals from each generation, such as traditionalist, baby boomer, generation X, or generation Y, bring divergent values, beliefs, attitudes, and expectations based on their pivotal experiences and events that portrait both personal and societal backgrounds.  These multi-generational terms may be not used exactly the same in Korea, but the challenges that Korean organizations face at the moment caused by the gap between different generations are virtually the same. 


Individuals of each generation group were born and grew up in the same time period which allows them to witness/participate in common historical events such as political and economic changes.  For this reason, individuals with shared experience have an easier time building bonds and working together in harmony rather than working with individuals from different generation groups.  The particular characteristics of each generation group deeply influence how employees think about many aspects of organizational behavior such as motivation, satisfaction, creativity, innovation, loyalty, commitment, and team work.  This accentuates the importance of understanding those distinctive characteristics of each generation group in order to engender successful outcomes while working with the multi-generational workforce in an organization. 


In my opinion, this type of issue should be dealt at the top management level rather than middle or lower level management for more satisfying outcomes.  As the middle managers noted, they are fearful of losing opportunities to get promoted or even losing jobs by provoking their superiors and subordinates in a negative way.   Expecting them to make a difference in their views and behaviors without getting full support from top management may have a very little bearing on acquiring successful outcomes.


Change is not easy, but feasible as long as transformative leadership is practiced by every single member of an organization from top to bottom.


Thank you for sharing and allowing me to contribute my two cents!


Jennie  


Chunghea  (Jennie) Oliver shares that she grew up during the wild days as South Korea sought to shed its image as the Hermit Kingdom and to engage the hyper-modern world of global business as an engine of technologic wonder and manufacturing excellence. She travelled to the Philippines and to America to study, work, and discover a life for herself.


Along the way, Chunghea has earned degrees in both business and education, which culminated in her successful defense of an interdisciplinary dissertation looking at the question of cultural competence and second language acquisition in order to complete the Doctor of Education in Organizational Leadership offered by Argosy University/Hawaii. 

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