Silicon Valley's Culture of Accountability and Performance Expectations

Silicon Valley thrives on a balance of freedom and responsibility, driving motivation and accountability in the workplace.

### Navigating Work Culture: The Balance of Autonomy and Responsibility in Silicon Valley and Korea
* 💼 "It is truly important to receive **fair compensation for one's efforts**, highlighting the need for **motivation in the workplace**."
* 🌍 Silicon Valley is often perceived as a place of **great freedom and fierce competition**, where hard work is complemented by a **strong culture of responsibility**.
* 📊 Companies in this region set high expectations, with evaluations occurring **every six months** to ensure **accountability and performance measurement**.
* 📉 In contrast, the lack of a clear dismissal rule in Korea leads to challenges in **fostering a culture of accountability**, affecting both corporate and governmental systems.
* 🌱 The concept of impact is emphasized, focusing on **results achieved** rather than merely the **effort put forth**, which is a key distinction in performance evaluations.
* 📈 Personal growth and financial rewards are intertwined, as promotions and bonuses are based on **clearly defined expectations and performance levels**.
* 🤝 A balance between **autonomy and responsibility** is essential for sustainable performance, allowing teams to **align their goals with the company's vision**.
* 🌟 The speaker reflects on their journey of self-discovery and aspirations to connect Korea with the global community, emphasizing the importance of **authenticity and adaptability** in their career path.

Clearly, I am working harder and better than that person, yet I am not being compensated for it. This can lead to a lack of motivation moving forward. It is truly important to receive fair compensation for one's efforts. When people think of Silicon Valley, two images often come to mind: one of great freedom and another of fierce competition. The truth is that hard work is not the only factor; many believe it is an endlessly free culture, but the reason it works is due to a strong culture of responsibility. In fact, having been here for nearly seven years, I often hear people say, Wow, you've been there for so long, because many tend to change jobs frequently. The biggest difference I felt between Korea and the United States this time is that the horizontal culture is fundamentally rooted in a culture of responsibility. When people hear terms like autonomy or horizontal culture, they often think of it as just an endlessly free environment.

There is a reason why this works, and that is because of the strong culture of accountability. Silicon Valley evokes two images: one of extreme freedom and the other of fierce competition. These two keywords are indeed the truth. The reason is that the companies themselves have high expectations, as they are competing globally, not just in the U.S. They operate with immense expectations and impose high standards on individuals. These expectations are evaluated every six months or once a year, and if they cannot be measured based on data, there will be clear consequences. Regardless of how individuals work in between, they are responsible for meeting those expectations according to their own work-life balance. I think the biggest difference I felt between Korea and the U.S. in this accountability system is the layoff system. In the U.S., there is a certain level of...

If someone has failed to meet expectations more than twice, there is a very clear rule that states it leads to dismissal. This creates a serious awareness of the situation. However, I have heard that in Korea, no matter how much measurement and evaluation systems are implemented, such a rule does not exist. This issue is not just corporate; it is governmental as well. Europe has a somewhat similar situation, where it cannot strengthen accountability systems, which makes fostering a culture of autonomy a bit challenging. Therefore, instead of creating a rigid system, I believe there should be a principle that emphasizes seriousness, which can be applied in a way that aligns with Korean sentiment, considering aspects of care and emotional understanding. I have been pondering what that might be since I came to Korea. Managers also need to perform well because they can be dismissed at any time. Feedback from employees is crucial, as it helps supervisors understand whether they are doing well or not.

As we continue to become better bosses, the development of the boss leads to the overall growth of the team. It’s very much like the butterfly effect; the responsibilities we hold significantly influence many aspects. Evaluations can be a bit harsh, and the competition is intense. I often feel nervous every time evaluations come around, but I’ve realized that setting expectations well is the most important thing. We have evaluations every six months, and we make agreements with our bosses, referring to it as the current semester. This is crucial, and those who perform well appreciate it. Although the evaluation system is competitive, it also allows for recognition and growth, and those who do not contribute do not receive the same rewards. In Korea, it seems that hard work and achieving results are somewhat different. This is actually mentioned in the book, but we emphasize the impact-driven culture a lot.

I think we need to define the concept of impact very clearly. It's not about the actions taken but rather the results achieved. Working hard is an action, but what results from that hard work is what defines impact. The effort itself isn't really important; what's important is whether or not we achieved the desired outcomes. Additionally, the specific story behind those results needs to be accurate. If we can provide data or user feedback as proof, then hard work does become important. Growth and money seem to be key factors. Growth involves finding one's strengths and not just advancing in position but also growing as a person and as a leader, which is very fulfilling. As for money, I find it a bit embarrassing, but I've had four promotions, which means I've experienced something new each time. Initially, I was just a mid-level designer, then I became a senior designer, followed by a team leader, and then a chief team leader. Each time, I had to tackle new challenges.

It's interesting, and every time the bonuses are calculated accurately. It's not like a traditional report card with grades like A, B, C, or D; instead, it shows expectations achieved, expectations exceeded, and so on. There are also categories like fully achieved and completely underachieved. Since the performance results are released every time, the bonuses depend significantly on these five or six levels. In Silicon Valley, changing jobs every two years is quite common. So, the fact that I've been here for almost seven years surprises people; they often say, You've been there that long? Many people switch jobs frequently. To retain employees, companies offer a lot of stock options. When you achieve a certain level of performance, you receive stock options, making it difficult for other companies to compete. In my book, I explain concepts like bottom-up and flat structures, which are strength-based approaches, allowing individuals to enjoy their work and grow.

An autonomous culture should allow you to proceed in the direction that suits you. If there is feedback about this in books, there should also be accountability. Additionally, there is something called management, which I find to be quite refreshing for Korean people. When autonomy and responsibility are balanced, it seems to lead to results. In my opinion, it’s not enough to have just autonomy; responsibility is also essential. If there is only responsibility, everyone has different approaches to problem-solving, and their ways of working and strengths vary. When we focus solely on responsibility without considering these differences, it seems that it doesn't last long. I believe that the key elements for sustainable performance are the balance between freedom and responsibility. There are expectations regarding my personal capabilities and performance, but there are also expectations related to the products or tasks that my team is responsible for. So, it primarily starts there. This year and next year, I want to see what we can achieve together as a team.

First, the team decides what the goal is, and from there, I work with my teacher to clearly set expectations for how I can contribute. When I look at my career, I realize that this is the kind of work that matches my current level. To improve further, I understand the shape of the work needed. So, I start with the tasks. It's not just about me; each team's goals are established according to the company's vision. Once those team goals are set, individual goals arise from them, along with expectations for the tasks, my job level, and the designer level, which are all clearly documented. Therefore, I need to establish strategies from the very beginning and engage in mentoring, as there are various aspects involved. By combining these elements, I can easily determine my expectations. Additionally, I am given ample opportunities to adjust along the way. Honestly, I find topics like performance and results to be quite uninteresting, but...

I believe that if there are proper expectations and accountability systems in place, the quality of people's lives can change. Work-life balance can emerge, and individuals can work autonomously. When I was young, growing up in various countries and environments, I learned to adapt like a chameleon. Whenever I entered a new environment, I would wonder what color I should be and learned to imitate a bit. Later, I began to ponder what my true color was among all those shades, which was a particularly challenging time for me. Since I was only imitating, I completely forgot my own colors. Going through that process, I feel like I established my values and my voice. After finding my values, I began to communicate with others in ways that suited their diverse backgrounds, conveying messages in their own language and persuading them. However, I realized that it is important to maintain my authenticity throughout that process.

Actually, it’s not that I can receive a salary while returning to my company; I have resigned. After resigning, I spent a year trying out various things I wanted to do. Through this experience of taking a sabbatical, I might completely change my career track or at least map out my career without setting a specific destination. My future plans actually encompass a very big picture. It’s not about achieving something grand, but rather I want to leave it up to the universe how to get there. In the future, I hope to be a kind of bridge that connects Korea and the world. By bridge, I mean introducing Korea's wonderful aspects from a cultural perspective or helping startups with great potential in Korea to expand into the global market. Conversely, I also want to...

I have a mission to introduce Korea to global organizations that want to connect with it. I'm currently contemplating what the next steps are to achieve that bigger vision. I'm talking to leaders of startups in Korea and people from foreign companies interested in Korea. However, I don't have a clear picture yet. Many people are planning a lot of things and are advised to branch out. Everyone wants bonuses and promotions, but humans aren't creatures that only sleep once a day; I've really been struggling. My health has deteriorated, and there were times when I would go to the bathroom and cry. A shocking thing is that managers and supervisors often say there isn't time to eat, so everyone ends up having lunch during meetings. As soon as I came to Korea, I had a conversation with a friend.

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스터디언

The Importance of Fair Compensation and Accountability in Silicon Valley

Fair compensation is essential for motivation and effort recognition.

Silicon Valley's success is driven by a strong culture of responsibility and high expectations, with clear consequences for not meeting them.

The difference in accountability systems between the U.

and Korea highlights the need for a principle that emphasizes seriousness while considering emotional understanding.

The Impact of Boss Development on Team Growth

The development of bosses significantly influences team growth, similar to the butterfly effect.

Evaluations are held every six months, with a competitive system that recognizes and rewards performance.

The importance of defining impact and achieving desired outcomes is emphasized, along with the role of growth and financial incentives in employee retention and development.

Balancing Autonomy and Responsibility for Sustainable Performance

An autonomous culture should provide freedom while also emphasizing accountability and responsibility.

The balance between autonomy and responsibility is crucial for effective problem-solving and sustainable performance.

Team goals, individual goals, and clear expectations are essential for aligning personal capabilities with the company's vision and achieving collective success.

The speaker believes that proper expectations and accountability can improve people's lives and work-life balance.

They share their journey of adapting to different environments, struggling to find their true identity, and eventually establishing their values and voice.

After resigning from their job, they took a sabbatical to explore various opportunities and now aim to be a bridge connecting Korea with the global market, promoting its culture and helping startups expand internationally.

Struggling to Connect Korea with Global Organizations

The mission is to introduce Korea to global organizations, but the next steps are unclear.

Conversations are happening with startup leaders and foreign companies, but the pressure for bonuses and promotions is overwhelming.

The demanding work culture in Korea, with little time for meals, has taken a toll on health and well-being.