실리콘밸리의 책임감 있는 문화와 성과 기대치

### 업무 문화 탐색하기: 실리콘밸리와 한국의 자율성과 책임감의 균형
* 💼 "노력에 대한 정당한 보상을 받는 것은 정말 중요하며, 이는 **직장에서 동기 부여의 필요성**을 강조합니다."
* 🌍 실리콘밸리는 흔히 자유가 넘치고 치열한 경쟁이 벌어지는 곳으로, **열심히 일하면 책임감이 강한 문화**가 뒷받침되는 곳으로 인식됩니다.
* 📊 이 지역의 기업들은 책임과 성과 측정을 보장하기 위해 **6개월마다 평가**를 실시하는 등 높은 기대치를 설정하고 있습니다.
* 📉 반면, 한국에서는 **명확한 해고 규정이 없어 책임감 있는 문화를 조성하는 데 어려움**을 겪고 있으며, 이는 기업과 정부 시스템 모두에 영향을 미치고 있습니다.
* 🌱 성과 평가에서는 단순히 투입한 노력보다는 **달성한 결과에 초점을 맞춘 영향력 개념**이 강조되며, 이는 성과 평가의 핵심적인 차이점입니다.
* 📈 승진과 보너스는 명확하게 정의된 기대치와 성과 수준에 따라 결정되므로 **개인의 성장과 금전적 보상은 서로 밀접하게 연관**되어 있습니다.
* 🤝 지속 가능한 성과를 위해서는 **자율성과 책임 사이의 균형**이 필수적이며, 이를 통해 팀은 자신의 목표를 회사의 비전에 맞출 수 있습니다.
* 🌟 연사는 자기 발견의 여정과 한국과 글로벌 커뮤니티를 연결하고자 하는 열망에 대해 이야기하며, **커리어 경로에서 진정성과 적응력의 중요성**을 강조합니다.

실리콘밸리는 자유와 책임의 균형을 통해 직장에서 동기 부여와 책임감을 고취하는 데 성공하고 있습니다.

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🌱

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스터디언

실리콘밸리에서 공정한 보상과 책임의 중요성

동기 부여와 노력에 대한 인정을 위해서는 공정한 보상이 필수적입니다.

실리콘밸리의 성공은 강력한 책임 문화와 높은 기대치, 그리고 이를 충족시키지 못했을 때 분명한 결과를 초래하는 문화가 바탕이 되었습니다.

미국과 한국의 책임 체계는 서로 다르므로 정서적 이해를 고려하면서 진지함을 강조하는 원칙이 필요하다는 점을 강조합니다.

상사 개발이 팀 성장에 미치는 영향

보스의 발전은 나비 효과처럼 팀 성장에 큰 영향을 미칩니다.

6개월마다 평가를 실시하여 성과를 인정하고 보상하는 경쟁 시스템을 갖추고 있습니다.

영향력을 정의하고 원하는 결과를 달성하는 것의 중요성과 함께 직원 유지 및 개발에서 성장 및 재정적 인센티브의 역할이 강조됩니다.

지속 가능한 성과를 위한 자율성과 책임의 균형 맞추기

자율적인 문화는 자유를 제공하는 동시에 책임과 의무를 강조해야 합니다.

자율과 책임 사이의 균형은 효과적인 문제 해결과 지속 가능한 성과를 위해 매우 중요합니다.

팀 목표, 개인 목표, 명확한 기대치는 개인의 역량을 회사의 비전과 일치시키고 집단적 성공을 달성하는 데 필수적입니다.

연사는 적절한 기대와 책임감이 사람들의 삶과 일과 삶의 균형을 개선할 수 있다고 믿습니다.

다양한 환경에 적응하고 자신의 진정한 정체성을 찾기 위해 고군분투하며 결국 자신의 가치와 목소리를 확립하기까지의 여정을 공유합니다.

퇴사 후 다양한 기회를 모색하기 위해 안식년을 가졌고, 현재는 한국과 글로벌 시장을 잇는 가교 역할을 하며 한국의 문화를 알리고 스타트업의 해외 진출을 돕고 있습니다.

한국과 글로벌 조직을 연결하기 위한 노력

글로벌 조직에 한국을 소개하는 것이 미션이지만 다음 단계가 불투명합니다.

스타트업 리더 및 외국계 기업들과 대화를 나누고 있지만 상여금과 승진에 대한 압박이 만만치 않습니다.

식사할 시간이 거의 없는 한국의 까다로운 업무 문화는 건강과 웰빙에 큰 타격을 주고 있습니다.