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.

중에 그게 있었어요. 어떻게 기억되고 싶은지.

회사와 직원 모두가 만족 할 수 있는 실리콘밸리의 비밀 (크리스 채)

내일을 위한 오늘의 배움🌱

비즈니스 문의: info@changeground.com
상상스퀘어 사이트: www.sangsangsquare.com/


스터디언

⚖️ 실리콘밸리의 수평적 문화: 자유와 책임의 균형

실리콘밸리의 문화는 흔히 **"극도의 자유와 치열한 경쟁"**이라는 두 가지 이미지로 대표됩니다. 이러한 문화가 작동하는 이유는 **"강력한 책임 문화"** 때문입니다. 단순히 자유로운 환경이 아니라, 개인에게 높은 기대치를 부여하고 그에 따른 책임을 강조합니다.

수평적 문화는 **"책임 문화에 근본적으로 뿌리내리고"** 있습니다. 자율성과 수평적 문화를 무한한 자유로만 생각하면 안 됩니다. 실리콘밸리 기업들은 세계적인 경쟁 속에서 높은 기준을 요구하며, **"개인의 성과는 6개월 또는 1년마다 데이터에 기반하여 평가"**됩니다.

🎯 명확한 기대치 설정과 평가 시스템

성과 평가는 매우 중요하며, **"기대치를 명확하게 설정하는 것이 핵심"**입니다. 실리콘밸리에서는 6개월마다 평가를 진행하고, 상사와의 합의를 통해 목표를 설정합니다. 이는 마치 **"한 학기"**와 같은 개념으로, 성과가 좋은 사람에게는 그에 따른 보상이 주어집니다.

평가 시스템은 경쟁적이지만, **"인정과 성장"**의 기회를 제공합니다. 기여하지 않는 사람에게는 그에 상응하는 보상이 주어지지 않습니다. 중요한 것은 **"행동이 아닌 결과"**이며, **"노력 자체가 중요한 것이 아니라 원하는 결과를 달성했는지"**가 핵심입니다.

성과 달성에 대한 구체적인 근거, 즉 **"데이터나 사용자 피드백"**을 제시할 수 있다면, 노력은 더욱 중요해집니다. 성장은 개인의 강점을 발견하고 리더로서 성장하는 것을 의미하며, 금전적인 보상 또한 중요한 동기 부여 요소입니다.

🌱 지속 가능한 성장을 위한 핵심 요소

**"자율성과 책임감의 균형"**이 지속 가능한 성과를 위한 핵심 요소입니다. 개인의 역량과 성과에 대한 기대치뿐만 아니라, 팀이 책임져야 할 제품 또는 업무에 대한 기대치도 중요합니다. 팀 목표를 먼저 설정하고, 개인의 기여 방안을 명확히 설정해야 합니다.

팀 목표는 회사의 비전에 따라 설정되며, 개인 목표는 팀 목표에서 파생됩니다. 직무 수준과 디자이너 수준에 따른 기대치가 명확하게 문서화됩니다. 따라서, **"초기 단계부터 전략을 수립하고 멘토링에 참여"**하는 것이 중요합니다.

💼 회사를 떠나 새로운 도전을 시작하다

회사를 그만두고 1년 동안 다양한 시도를 하며 **"안식년을 통해 커리어를 재정비"**했습니다. 구체적인 목표를 설정하기보다는 **"우주에 맡기는"** 방식으로 미래를 설계하고 있습니다.

향후 **"한국과 세계를 연결하는 다리"** 역할을 하고 싶습니다. 한국의 문화적 강점을 소개하거나, 잠재력 있는 한국 스타트업이 세계 시장으로 진출하는 것을 돕고 싶습니다. 또한, 한국과 연결되기를 원하는 글로벌 기업에 한국을 소개하는 미션을 가지고 있습니다.

😥 번아웃 경험과 워라밸의 중요성

많은 사람들이 보너스와 승진을 원하지만, **"번아웃"**을 경험하며 건강이 악화되기도 했습니다. 일부 관리자들은 식사 시간조차 없이 회의를 진행하는 경우도 있습니다. 적절한 기대치와 책임 시스템이 있다면, **"삶의 질을 향상시키고 워라밸을 찾을 수 있습니다."**

다양한 국가에서 성장하며 새로운 환경에 적응하는 능력을 키웠지만, 한때 자신의 진정한 색깔을 잊어버리기도 했습니다. 하지만, 그 과정을 통해 **"자신의 가치관과 목소리를 확립"**하고 다양한 배경을 가진 사람들과 소통하는 방법을 배웠습니다.

실리콘밸리의 수평적 문화와 책임감 문화

실리콘밸리는 자유와 치열한 경쟁의 이미지를 동시에 가지며, 이는 강한 책임감 문화에 기반함.

수평적 문화는 책임감 문화가 뒷받침되어야 효과적이며, 잦은 이직 현상이 있음.

실리콘밸리의 높은 기대치와 평가 시스템

실리콘밸리 기업들은 높은 기대치를 가지고 있으며, 개인에게 높은 기준을 요구하고, 데이터 기반으로 평가함.

성과 미달 시 해고로 이어지는 명확한 규칙이 존재하여 책임 의식을 고취함.

한국과 유럽의 책임감 시스템 강화의 어려움

한국과 유럽은 책임감 시스템 강화에 어려움을 겪고 있으며, 자율 문화 조성에 어려움이 있음.

한국적 정서를 고려한 책임감 강조 원칙이 필요하며, 관리자 역시 평가 대상이 됨.

기대치 설정의 중요성과 평가 시스템

기대치 설정이 중요하며, 성과에 따른 보상 차등 지급을 통해 동기 부여를 함.

한국에서는 노력과 결과가 다를 수 있으며, 임팩트 중심의 문화가 중요함.

임팩트의 정의와 성장, 금전적 보상

임팩트는 행동이 아닌 결과로 정의되며, 데이터나 사용자 피드백으로 입증되어야 함.

성장과 금전적 보상은 중요한 요소이며, 승진을 통해 새로운 도전을 경험함.

성과 기반 보상과 스톡옵션 제도

성과 결과에 따라 보너스가 결정되며, 스톡옵션 제공으로 직원 유지율을 높임.

강점 기반 접근 방식으로 개인의 성장과 업무 만족도를 높이는 것이 중요함.

자율성과 책임감이 균형을 이룰 때 지속 가능한 성과를 낼 수 있으며, 개인 및 팀 목표 설정이 중요함.

팀 목표를 기반으로 개인 목표를 설정하고, 직무 수준과 디자이너 수준에 맞는 기대치를 명확히 설정함.

멘토링을 통해 전략을 수립하고, 지속적인 조정을 통해 기대치를 충족시킴.

기대치와 책임감 시스템의 중요성 및 개인의 가치관 확립

적절한 기대치와 책임감 시스템은 삶의 질을 향상시키고, 자율적인 업무 환경을 조성할 수 있음.

다양한 환경에서의 경험을 통해 자신의 가치관을 확립하고, 진정성을 유지하며 소통하는 것이 중요함.

사직 후 1년간 다양한 시도를 통해 커리어를 재설계하고, 한국과 세계를 연결하는 다리가 되고자 함.

한국의 문화적 측면을 소개하고, 한국 스타트업의 글로벌 진출을 돕는 역할을 하고 싶어함.

한국 스타트업 리더 및 외국 기업 관계자들과 소통하며, 구체적인 계획을 구상 중임.

과도한 업무로 건강이 악화되었으며, 점심시간에도 회의를 하는 문화에 어려움을 겪음.