I’m just back from Seoul amid COVID and Korean Business Protocols.
In my most recent book Korea 2020—A Workplace in Transition released earlier this year, I elaborate on a wide range of corporate workplace culture changes underway. These include flattening of workplace titles and hierarchical protocols as well as encouraging those junior to question the status quo.
Beyond my published writing and articles, this transition to a more open and global workplace is covered extensively in Korea media that follow changes at the top groups such as Samsung, LG, Hyundai Motor and SK Groups.
All said, in my two 2020 trips to Seoul, I had an opportunity with “boots on the ground” to again observe the extent of the changing corporate landscape. First, witnessing at one of the leading tech/ICT companies located in the heart of Korea’s Silicon Valley, and the second visiting a long-established industrial manufacturing group.
First and foremost, in my field research, I try not to be judgmental as each company follows their heritage and values—with no overarching right or wrong, but just different.
For the tech company, more flexible workplace hours and dress codes reflect my writings. In fact, it was refreshing to see widespread casual and rather cool trendy summer fashion worn by millennials—and both genders, too. The exception was middle age staff and leadership in more formal, but tie-less business attire.
Embracing other changes both management and teams addressed individuals in informal conversation by their first names instead of calling team members by the titles as was once universal.
Titles rather than names were used only when the team addressed the most senior leadership or with formal email correspondence.
Office seating however was still based on title and rank reflecting this hierarchy. This is different from some tech companies where we are now seeing open seating.
In contrast, to the tech sector, I witnessed traditional norms in the industrial manufacturing sector visit.
During introductions and exchange in business cards, we were asked to call them by either a Korean name or a western first name. Although, among the Korean team and leadership they addressed each other by hierarchical Korean title.
The use of rank and title were very hierarchical as well as seating in formal meetings. On the later the most senior leadership was positioned mid-table, flanked by their more senior staff in descending order, and with support staff positioned behind them.
In such situations it is then important that the western team follow the same protocols. This allows the Korean team to better understand the hierarchy of your company. This includes staying consistent in seating order during every meeting, and dinner event as well as how teams are introduced—most senior first and then in order of seniority and rank. BTW, The same goes for virtual meetings, too.
Again, in less formal team meetings we are finding these norms less important and more casual. I’d add in observing teams working in the office vs leadership, dress was more casual, too.
On a final note, reflecting both my research, writing and recent visits, we find that corporate norms and expectations in Korea today do vary. Not to mention, like westerners, no two Koreans are alike.
True cultural understanding and sensitivity require both recognizing the similarities and differences. More so, the key to any successful business relationship is adapting and respecting local and individual company norms.
Following norms and expectations leads to clarity and better communications vs. impasses and costly misunderstandings.
Frankly, a good model to follow is for us to be aware and adapt according to their norms vs. expecting them to change as it’s their country. Plus, change is underway in Korea amid a transition driven by globalization and millennials in the workplace.
Questions and comments welcome. All kept private and confidential.
Dsoutherton@bridgingculture.com
Korean business protocols.
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Hammer Ready
As a trusted friend constantly reminds me, “Don, no one does what you do.”
I strive to ensure success and sustainability in dealing with Korea-facing business partnerships through well-communicated expectations and cross-cultural understanding.
It also requires a unique skill set—groomed over decades working with an ever-changing Korea.
I like the story that shortly after an engineer retires, a machine at his former factory stops working. They try everything they can do to fix it, to no avail. Finally, the boss calls up the engineer and asks him to come in and fix it.
The engineer agrees to do so as a paid consultant. He comes in, walks around the machine, looks at a few things, takes out a hammer, and whacks the machine. It whirrs into life.
The engineer presents his former boss with a bill for $5,000. The boss says, “This is ridiculous! What did you even do? I need an itemized bill.”
The engineer provides a new invoice that states:
· Hitting machine with a hammer: $5.00
· Knowing where to hit the machine: $4,995
My work is knowing when and where to use the ‘hammer’, catching issues early and then as needed providing work-throughs as projects can so easily get sidetracked. In fact, many assume when initial talks and progress seem smooth things will continue to move forward—which is rarely the case.
It’s one thing, too, for those well experienced in global business who are now engaged in Korea projects to expect past experience in the West will be enough to work through what can be escalating challenges—but in fact what many will find out is that they are poorly suited to adapting and being flexible (a very Korea business approach and norm). At the very least, working through issues can become a very lengthy learning process. Both ways it time-consuming and costly.
My long-time approach when providing work throughs is to step back and look for underlying concerns and nuances that are easily missed. Then knowing the Korean processes and mindset work for a resolution. Again, this is more art than science.
To summarize, impasses are common in all business—but what may work in the West to overcome issues will take a different approach in Korea.
The best model is to constantly be aware and sensitive to what may be unfolding. Use less direct and non-confrontational ways to gain deeper insights into any challenges and be open to alternative approaches at work-throughs.
As always, I look forward to discussing any challenges as well as any questions you may have.
I’ll have my hammer ready, too.
Don