How My Friend Became a Leading Entrepreneur in China?
An Unexpected Delight:
An acquaintance of mine is a close friend of Guus Hiddink, the famed football manager who once led the South Korean national team. To be precise, she is best friends with Hiddink's partner, Elisabeth. A few years ago over dinner, she shared the story of her amazing trip to France, where she was invited to stay at Hiddink’s villa. She explained how Hiddink had invited a dozen of his closest friends from around the world, covered all their expenses, and meticulously designed the entire travel itinerary with the same tactical precision he would use for a football match.
This past summer, something remarkably similar happened to me. The stage wasn’t Europe, but in terms of meaning, emotion, memories, and lessons learned, it was an experience that rivaled any invitation from Hiddink.
How Did the Ordinary Friend I Remember Transform into a Successful CEO?
He was a friend from my university days—older than me, so I affectionately called him ‘hyung’ (a Korean term for an older brother). In my memory, he was simply a mature, good-natured person.
However, standing before him after he had survived more than 30 years in the Chinese business world, I finally saw him for who he had become: a veteran entrepreneur running a successful food company and a golf course, holding his own against formidable local competition. In 2021, the South Korean government recognized his business achievements and his contributions to enhancing the nation's prestige by awarding him a presidential commendation.
This friend invited three of us, his old friends from Korea, to Dalian, China, saying he wanted to stay up all night catching up. He covered everything, including our round-trip airfare. We were treated to the finest restaurants, the most luxurious accommodations, and, most importantly, a level of sincerity that money cannot buy.
But how did my friend become such a prominent entrepreneur on the mainland? The most honest answer might be, "I don't really know." How could I, with my limited knowledge, dare to comment on the 30 years of perseverance that were undoubtedly filled with his passion, sweat, and tears? Yet, by piecing together a few puzzle pieces, I was able to draw some conclusions and valuable lessons.
Although he didn't start as an entrepreneur, from the moment he joined the corporate world, he was never just a "salaried employee" (jik-jang-in); he was an outstanding "professional" (jik-eob-in). I believe this distinction holds a strategic key for leaders in human resources and organizational management.
Three Core Questions:
A "professional"—or as experts and I prefer to call them, a "true professional"—is a problem-solver, a person who can sustain an organization, and, taking it a step further, someone who benefits society.
My friend, a superb professional, must have always possessed an unwavering confidence and passion for three things.
First, he loved what he did. This allowed him to achieve a state of maximum immersion in his work.
Second, he excelled at his job, outperforming everyone else. Simply put, he delivered results.
Third, he imbued his work with his own sense of meaning and value. This is why he could overcome countless setbacks without ever giving up.
The most poignant moment for me during my stay in China was when my friend gave us a tour of the country club he manages. Although there was a separate investor, the story of how this non-expert with a liberal arts degree found and purchased the land in a foreign country, designed all 27 holes himself, personally led the local Chinese workers to complete construction, and successfully sold all the memberships to local elites before taking over management of the club—it left me speechless.
There was nothing to say but, "Truly incredible."
My friend possesses genuine passion and skill. When the Chinese branch he was working for as an expatriate was shut down, he turned the crisis into an opportunity and established his own food company. Even before becoming a founder, he already had the mindset of an owner. He is someone who knows how to assign value and meaning to his vocation. That must be how he weathered the financial losses during the pandemic and emerged stronger.
Now, it's our turn to reflect on the three elements of his DNA.
"Do you truly love the work you are doing now?" If the only answer is, "I come to work to make a living, because I have nowhere else to go," then the future for both the individual and the organization is bleak.
"Are you confident you can do this job better than anyone else?" When passion is coupled with aptitude, outstanding performance is inevitable, and it naturally drives you to take on the next challenge.
"Do you find a unique meaning in the work you are responsible for?" Without a sense of meaning, you will crumble at the first sign of hardship.
Three Strategic Shifts:
Unfortunately, not everyone in the real world can become an entrepreneur like my friend. However, it is both possible and crucial to reduce the number of passive "salaried employees" and increase the ranks of proactive "professionals." After all, the primary challenges for any company are survival and sustainable growth. Without enough true professionals, these goals will remain out of reach.
First, awaken from unrealistic dreams and accept market realities.
The gap in perspective between management and employees is widening. Yet, many leaders remain trapped in traditional mindsets. They must stop the strategically flawed approach of hoping that compliant, obedient employees will magically transform into outstanding professionals, or that coasting employees will one day have an epiphany.
Second, establish a new governance for business operations.
In today's market, which is rapidly reorganizing around experienced hires, the traditional corporate culture of mass recruitment and seniority by hiring year is disappearing. Talent is now secured based on proven skills and experience, creating teams that can feel like a "legion of specialists." How long will leaders feel reassured just by seeing employees arrive early and stay late? It is time to think outside the box, establish new ways of working that fit the new environment, and cultivate mature leadership that goes beyond mere management to truly "lead."
Third, implement proactive growth initiatives, continuous performance management, and career development programs.
True professionals are connected to the outside world and are relatively mobile; they have high market value. If their growth is stifled and they are only met with surveillance and shackles within their current organization, they will inevitably look elsewhere. This is a net loss for the company.
Organizations must provide pathways to increase their professionals' market value internally. If possible, give them equity in successful projects or even create internal startup hubs. The key is to show them that a mutually beneficial, win-win relationship is entirely possible within the organization.
Ultimately, the goal is to forge a path. My friend, born with an entrepreneur's DNA, forged his own path by riding the wave of China's market opening. I personally believe it is a good thing for more people to venture into entrepreneurship. At the same time, I hold an admittedly idealistic vision: what if talented "professionals" with an independent mindset could work like entrepreneurs within an organization, all while supporting their superior's agenda? It would be a wonderful outcome for the company, the individual, and society as a whole. But if the reality is neither of these, what could be more frustrating and disheartening?
The dynamics of the labor market have fundamentally changed. The power of the individual has grown. When choosing a job, true professionals now place critical importance on how much they can grow their capabilities and whether they will have more freedom and autonomy than before, even within a corporate structure.
Isn't it time, before it's too late, to build the paths and platforms where exceptional talent can thrive?
An acquaintance of mine is a close friend of Guus Hiddink, the famed football manager who once led the South Korean national team. To be precise, she is best friends with Hiddink's partner, Elisabeth. A few years ago over dinner, she shared the story of her amazing trip to France, where she was invited to stay at Hiddink’s villa. She explained how Hiddink had invited a dozen of his closest friends from around the world, covered all their expenses, and meticulously designed the entire travel itinerary with the same tactical precision he would use for a football match.
This past summer, something remarkably similar happened to me. The stage wasn’t Europe, but in terms of meaning, emotion, memories, and lessons learned, it was an experience that rivaled any invitation from Hiddink.
How Did the Ordinary Friend I Remember Transform into a Successful CEO?
He was a friend from my university days—older than me, so I affectionately called him ‘hyung’ (a Korean term for an older brother). In my memory, he was simply a mature, good-natured person.
However, standing before him after he had survived more than 30 years in the Chinese business world, I finally saw him for who he had become: a veteran entrepreneur running a successful food company and a golf course, holding his own against formidable local competition. In 2021, the South Korean government recognized his business achievements and his contributions to enhancing the nation's prestige by awarding him a presidential commendation.
This friend invited three of us, his old friends from Korea, to Dalian, China, saying he wanted to stay up all night catching up. He covered everything, including our round-trip airfare. We were treated to the finest restaurants, the most luxurious accommodations, and, most importantly, a level of sincerity that money cannot buy.
But how did my friend become such a prominent entrepreneur on the mainland? The most honest answer might be, "I don't really know." How could I, with my limited knowledge, dare to comment on the 30 years of perseverance that were undoubtedly filled with his passion, sweat, and tears? Yet, by piecing together a few puzzle pieces, I was able to draw some conclusions and valuable lessons.
Although he didn't start as an entrepreneur, from the moment he joined the corporate world, he was never just a "salaried employee" (jik-jang-in); he was an outstanding "professional" (jik-eob-in). I believe this distinction holds a strategic key for leaders in human resources and organizational management.
Three Core Questions:
A "professional"—or as experts and I prefer to call them, a "true professional"—is a problem-solver, a person who can sustain an organization, and, taking it a step further, someone who benefits society.
My friend, a superb professional, must have always possessed an unwavering confidence and passion for three things.
First, he loved what he did. This allowed him to achieve a state of maximum immersion in his work.
Second, he excelled at his job, outperforming everyone else. Simply put, he delivered results.
Third, he imbued his work with his own sense of meaning and value. This is why he could overcome countless setbacks without ever giving up.
The most poignant moment for me during my stay in China was when my friend gave us a tour of the country club he manages. Although there was a separate investor, the story of how this non-expert with a liberal arts degree found and purchased the land in a foreign country, designed all 27 holes himself, personally led the local Chinese workers to complete construction, and successfully sold all the memberships to local elites before taking over management of the club—it left me speechless.
There was nothing to say but, "Truly incredible."
My friend possesses genuine passion and skill. When the Chinese branch he was working for as an expatriate was shut down, he turned the crisis into an opportunity and established his own food company. Even before becoming a founder, he already had the mindset of an owner. He is someone who knows how to assign value and meaning to his vocation. That must be how he weathered the financial losses during the pandemic and emerged stronger.
Now, it's our turn to reflect on the three elements of his DNA.
"Do you truly love the work you are doing now?" If the only answer is, "I come to work to make a living, because I have nowhere else to go," then the future for both the individual and the organization is bleak.
"Are you confident you can do this job better than anyone else?" When passion is coupled with aptitude, outstanding performance is inevitable, and it naturally drives you to take on the next challenge.
"Do you find a unique meaning in the work you are responsible for?" Without a sense of meaning, you will crumble at the first sign of hardship.
Three Strategic Shifts:
Unfortunately, not everyone in the real world can become an entrepreneur like my friend. However, it is both possible and crucial to reduce the number of passive "salaried employees" and increase the ranks of proactive "professionals." After all, the primary challenges for any company are survival and sustainable growth. Without enough true professionals, these goals will remain out of reach.
First, awaken from unrealistic dreams and accept market realities.
The gap in perspective between management and employees is widening. Yet, many leaders remain trapped in traditional mindsets. They must stop the strategically flawed approach of hoping that compliant, obedient employees will magically transform into outstanding professionals, or that coasting employees will one day have an epiphany.
Second, establish a new governance for business operations.
In today's market, which is rapidly reorganizing around experienced hires, the traditional corporate culture of mass recruitment and seniority by hiring year is disappearing. Talent is now secured based on proven skills and experience, creating teams that can feel like a "legion of specialists." How long will leaders feel reassured just by seeing employees arrive early and stay late? It is time to think outside the box, establish new ways of working that fit the new environment, and cultivate mature leadership that goes beyond mere management to truly "lead."
Third, implement proactive growth initiatives, continuous performance management, and career development programs.
True professionals are connected to the outside world and are relatively mobile; they have high market value. If their growth is stifled and they are only met with surveillance and shackles within their current organization, they will inevitably look elsewhere. This is a net loss for the company.
Organizations must provide pathways to increase their professionals' market value internally. If possible, give them equity in successful projects or even create internal startup hubs. The key is to show them that a mutually beneficial, win-win relationship is entirely possible within the organization.
Ultimately, the goal is to forge a path. My friend, born with an entrepreneur's DNA, forged his own path by riding the wave of China's market opening. I personally believe it is a good thing for more people to venture into entrepreneurship. At the same time, I hold an admittedly idealistic vision: what if talented "professionals" with an independent mindset could work like entrepreneurs within an organization, all while supporting their superior's agenda? It would be a wonderful outcome for the company, the individual, and society as a whole. But if the reality is neither of these, what could be more frustrating and disheartening?
The dynamics of the labor market have fundamentally changed. The power of the individual has grown. When choosing a job, true professionals now place critical importance on how much they can grow their capabilities and whether they will have more freedom and autonomy than before, even within a corporate structure.
Isn't it time, before it's too late, to build the paths and platforms where exceptional talent can thrive?
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