“There is a way to think haphazardly, to pursue goals that seem impossible.”
“The answer to our problem lies in the field.”
“When you are in need, you change, and when you change, you get along.”
“You must be able to nurture to raise, and those who know how to follow also know how to lead.”
...
President Lee Woong-beom's growth is the very way LG develops leaders!

Why did LG select a regular employee from a night school and develop him into a leader?
Setting goals that seem impossible and finally achieving them
How is 'LG-style leadership' created?

Loved for his passionate advice based on vivid experience
The revised edition of "How LG Creates a CEO" by former LG Innotek CEO Lee Woong-beom has been published!
If you are curious about the growth formula of those whom LG calls 'leaders',
If you want to know the dedication LG puts into its talent, there's only one book that will answer your question!

Former LG Innotek CEO Lee Woong-beom, a 40-year LG man and a representative figure of LG-type talent, has published a revised edition with richer content to mark the third anniversary of the publication of "How LG Makes a CEO," a book that summarizes LG's talent recruitment and leader development methods.
As organizations' desired leadership requirements have changed significantly from the past, this revised edition contains the core of the new leadership required to meet these changes.

“A low target of 5% actually hinders innovative thinking.
That is, if you set a goal of 5%, people will try to achieve the goal by improving existing methods.
However, existing methods have often already reached their limits of improvement.
However, if you try to find a solution using existing methods, you will end up not even achieving the 5% goal.
Conversely, if you set your goal at 50%, you'll realize early on that you can't achieve it with conventional methods and try an innovative approach."
--- p.70

When we predict the future, we tend to think, 'It has changed this way so far, so it must be like this.'
But the world doesn't go as planned.
The unimaginable pace of technological development and the various variables that arise give rise to unexpected events.
It's cruel, but change happens regardless of our current circumstances.
Therefore, to respond to this, we need to continuously develop new ideas that have never been seen before, rather than extending them from reality.
One way to come up with new ideas is through 'accidental thinking'.
…rather than thinking in terms of an extension of the origin, set some point to the right as an ideal goal, and from this point, completely re-examine all current conditions.
When thinking about the ideal, it is important to think about where the big gap is, what needs to be changed to bring reality closer to the ideal, and what other ways to reach the ideal are there.
--- p.91~93

Leaders must understand the difference between ability and competence, knowledge and wisdom.
Competence refers to the qualifications required to perform a job well, such as education, work experience, knowledge, and skills.
In the past, having this ability alone did not hinder achievement.
In fact, in the past, when hiring employees, most HR managers judged them based on visible abilities such as certificates and foreign language scores.
However, in today's rapidly changing business environment, members who are based on ability and possess 'capability' are more helpful.
Competence refers to the power to immediately put one's abilities into action and connect them to results.
In other words, competency is the power to continuously execute differentiated strategies that have a decisive impact on performance.
--- p.175

To ensure that members work with a sense of ownership, they must be allowed to take ownership of their work.
Only when you accept your own work can you have an area where you can fully demonstrate your abilities.
Tasks must be clearly divided and assigned to members.
This is empowerment.
There are important things to consider when assigning work to members.
The point is that each person should be given a job that suits them.
There is a saying that says, "Right person, right job, right place." Work should be assigned according to the person.
This means that you should give the person a job that he or she is good at, a job that suits his or her strengths.
--- p.177

There are four types of members I am reluctant to work with.
People who talk before they act, people who say things can't be done without even trying or offering an alternative, people who care more about themselves than the organization, and people who incite conflict in the organization through gossip.
--- p.183

To systematically develop entrepreneurs, LG selects candidates with a long-term perspective and supports them to acquire the qualities necessary for entrepreneurship.
First, we assess the leadership and competencies necessary to lead an organization as a businessperson. We then provide feedback on strengths and weaknesses. Then, we support them through expanded work experience, mentoring, leadership coaching, and various training programs to enhance their preparedness as businesspeople. LG manages candidates for management positions from every stage of the businessperson development process.
--- p.189

LG divides its leadership styles into four categories.
It is ‘people’-centered, ‘work’-centered, ‘management’-centered, and ‘change’-centered.
The 'people'-centered type is a virtuous type with consideration and tolerance, and the 'work'-centered type is a proactive and driven type with strong drive.
A 'management'-focused leader is described as 'emphasizing risk management through thorough data analysis and meticulous preparation.'
A 'change'-focused leader is described as 'emphasizing risk-taking to seize opportunities even in uncertain or risky situations.'
Which leadership style is better? There's no such thing as superior or inferior.
This is because the leadership style required varies depending on the situation the organization is in.
--- p.193

Despite changes in hiring methods, some things remain constant.
This is the basic virtue or attitude required of any LG man.
This is broadly divided into four categories.
Those who dream and are passionate about challenging themselves to be the best in the world, those who put customers first and strive for constant innovation, those who work autonomously and creatively while fostering teamwork, and those who consistently cultivate their skills and compete fairly.
Each requirement aligns with the leadership evaluation areas of customer value, respect for people, and quality management.
--- p.203

Unlike typical personality or behavioral assessments, the Clifton Strengths Assessment helps us understand what potential already exists in us and how it applies to our lives and work.
As our self-awareness increases, we stop trying to be someone we are not in order to succeed and gain the confidence to be our true selves.
--- p.276

Coaching plays a role in bringing out solutions within the other person through questions like this.
In this respect, coaching differs from teaching.
Coaching is an activity that brings out what is inside, and teaching is an activity that puts knowledge that is outside into the other person.
The expression that coaching 'brings out what's inside the other person' needs to be explained more precisely.
The coach's role is to 'help the other person think and find the solution within themselves' through questions.
--- p.287

"What if I had discovered strengths coaching sooner?" This is a frequent regret I have as a strengths coach.
“Weaknesses never become strengths, but strengths can be developed infinitely.” Strengths coaching begins with this fundamental principle.
If he were a manager who knew strengths coaching, he would have been able to identify the talents of the members he worked with and help them develop their strengths more effectively.
By increasing the employees' work engagement, performance will improve and company life will become happier than before.

--- p.290