This book contains honest advice and experiences from Hyundai Motor Group executives who have led organizations in the field, sharing them with junior leaders.
Rather than a leadership textbook, we talk about “leadership that works in the field.”
It is vivid and persuasive because it is the result of actual executives within the Hyundai Motor Group gathering to learn, discuss, and write.
Learning and mental management, essential virtues and core competencies, crisis management tips, and even the growth essential for leaders.
All the necessary habits are gathered in one book.

The pace of technological change is truly rapid.
Past knowledge alone will not solve present problems.
Especially in the field of crash safety that I work in, regulations and crash product specifications are constantly changing, and an understanding of physical phenomena is increasingly necessary.
Analysis of test results and simulation techniques for new vehicles are also rapidly developing.
I believe that automotive safety technology is not simply a competition of equipment specifications.
I think it's the sum total of understanding how the human body reacts to injury and what patterns actual traffic accidents follow.
In short, it is a field that combines not only mechanical engineering but also ergonomics and biomechanics.
There is something I always emphasize to my juniors.
When acquiring a skill, don't just look at data or figures; understand the background and context.
Problem solving begins with a good question, and knowing the background and context is essential to asking the right question.
In other words, rather than asking questions about fragmentary results, we need to ask questions about the root cause.

--- p.25

I also remember the image of an executive I met while working in the United States.
When he dined with his colleagues, he paid for the food with his corporate card, but he always paid the service tip with his own money.
I think they decided that since tipping involves a somewhat subjective judgment, it is not suitable for use with a corporate card.
As such, a leader must set clear standards for his or her words and actions.
But sometimes I feel like I want to get distracted and close my eyes for a moment.
The moment the tension eases, we find excuses to do something else and rationalize ourselves.
To avoid this, leaders engage in a constant battle to keep their promises to themselves.

--- p.68

Although organizational culture has changed significantly and become more personalized, our organization still retains a family-like culture and sentiment.
From managers to managers, we occasionally travel together or go on family camping trips together, creating precious memories.
Because our society today has a strong individualistic culture and a tendency to separate work and personal life, many people have negative opinions about forming personal relationships with coworkers.
However, the results of various psychological experiments show that the “psychological safety” created by a family-like atmosphere increases learning speed and innovation in problem solving (see the book “Fearless Organization”).
And there are reports that when employees feel like they belong to an organization like a family, their sense of responsibility, engagement, and performance are all enhanced (Achievers Workforce Institute 2021 report).

--- p.93

How you ask questions will determine how the conversation works.
Rather than asking questions that suggest the answer is in your head and that you should try to guess it, you should ask questions that seek and elicit the other person's opinion.
It should be a question that asks what is causing the problem, not a question of reproach.
That way, you can make an effort to find the answer without breaking your will.
By doing so, the willpower of the executor is utilized, and the organization runs smoothly.

--- p.109

We must acknowledge that it is impossible to be perfectly in harmony with everyone.
Sometimes we need the wisdom to give up what needs to be given up.
This goes beyond simply cutting ties; it means setting appropriate boundaries around relationships that are unproductive or negatively impacting you.
Instead of trying to be nice to everyone and genuinely trying to help them, if the relationship isn't right for you or you feel it's not worth it after a few tries, it's wise to focus your energy and time elsewhere.
That means you don't have to be perfect for everyone.
A leader must have a broad understanding of people and a cool-headed judgment.
This is essential for maximizing the potential of each team member and fostering a healthy culture throughout the organization.
Some relationships need to be nurtured and strengthened, while others require a safe distance to protect yourself and your team.

--- p.120

Even coaching that starts with good intentions can become "gaslighting" if it is distorted or misleading.
Especially in organizations, the line between coaching and gaslighting is subtle, and can easily become a source of conflict.
At first it's just concern and advice, but as the intensity and frequency increases, it becomes more and more like gaslighting.
Coaching and gaslighting may seem similar at first glance in that they both promote behavioral change and are results-oriented, but they are actually very different.

--- p.144

Even leaders who empathize with their employees' difficulties may have no choice but to say unpleasant things when the surrounding circumstances or situations are difficult.
A single word at this time cannot help but be a burden to the members.
On the other hand, as on-site conditions improve and become more stable, the organizational culture perceived on-site becomes more positive, and as nagging toward employees decreases, leadership competency evaluations also improve.
Even leadership can be interpreted differently depending on working conditions and environment. Therefore, rather than focusing on evaluation scores, it's important to calmly reflect on whether your leadership is absolutely focused on shared values ​​and whether your own ego is mixed in.
It's certainly a difficult statement and difficult to put into practice, but leaders must strive toward ideal shared values.
Even if you don't get the sympathy of your members in the short term, I hope you don't feel too disappointed or discouraged.
This is also the ability of the leader to manage the crisis that comes to him.

--- p.170