[SSG nudge Leadership] "Is Taking Calls During Lunch Break a Big Deal?"

-'Uri' Time and Customer Time

"You are the chief secretary to the president, right? I called three times and only just got through," I asked.

"Ah, we do not answer calls during lunchtime. That is our policy," came the reply.

Looking at the clock, it was just past 1:02 PM, shortly after lunchtime. Despite calling three times since 12:50 PM, I couldn’t get through until just after 1 PM. I was stunned. This happened when I called the secretary’s office to confirm an appointment with the president of a regional national university five years ago.

"I understand, but I heard the university’s employment rate is terrible right now, yet you seem to be taking it easy. Companies are walking on thin ice every day, and in a situation where it’s barely possible to nurture competitive students, you are teaching in the opposite direction," I said. The only response I got was a vague echo implying it had nothing to do with the administrative staff. I experienced several more awkward situations after that. At the time, the university’s employment statistics were nearly at rock bottom. They just complained that there were no industrial complexes or companies nearby and that the local economy was in shambles.

Recently, articles about the survival of universities have been catching my eye. The undeniable statistics showing that high school graduates fall short of university admission quotas, the rapid structural changes in industries reducing hiring numbers, and the drastic loss of meaning in university education due to COVID-19 together form a perfect storm. Demands for tuition refunds, enrollment rates by school, non-registration rates, and student complaints are being reported in detail through the media.

It is still possible to overcome these challenges to a considerable extent if good students are nurtured and graduates receive positive evaluations leading to successful employment outcomes. Companies consider good students as those who demonstrate willpower and a spirit of challenge toward their work. For that to happen, nothing is more powerful than all members of the school creating a system in that direction and leading by example.

I revisit the fundamental question: who is the customer of the school? It is the companies and society. If graduates are not employable, it is like delivering defective products. The idea that students are the customers offers no solution. Listening to corporate HR personnel these days, many express difficulties in developing talent centered on customer needs.

The situation is even more serious in general companies. In any case, if customers are inconvenienced or ignored, the company disappears in an instant. This applies not only to service industries but also to manufacturing. From my experience observing companies that have fallen by the wayside due to fierce competition, I have learned to read subtle differences. Major differences are quickly recognized by management and surroundings, prompting swift action. However, I have seen many cases where small differences accumulate and cause a major breach.

It becomes clear how university education, which leads company members, should be. Saying this might make me seem old-fashioned. Many say this is the trend among younger generations and a basic labor right. But trends and basic rights only have meaning after companies exist. I understand the importance of lunchtime. However, wouldn’t it be possible to set up an automated response system (ARS) for urgent customers who might call during that time? After all, we are in the era of the Fourth Industrial Revolution. It would be even better if calls could be forwarded with a simple switch to one of the staff members.

Suddenly, I recalled when I worked as a personnel manager at a large corporation about 25 years ago. The president, who traveled abroad frequently, often needed to find employees’ phone numbers. From New York, London, Istanbul... the executive secretary would call home to ask for numbers. At that time, only regular international calls were possible, and due to time differences, calls at 10 PM or 4 AM were common. I even kept a 500-page emergency contact list at home to respond. As a result, my wife often answered the phone. Thinking about today’s times, it feels nostalgic. No one asked me to do it...

Park Chang-wook, CEO of Korea Knowledge Leader Association (Secretary General of Daewoo World Management Research Association)

◆ What is 'Nudge Leadership'?

- 'Nudge Leadership' is about leading organizational or personal change through small and gentle interventions or motivation rather than coercive or directive methods. It also involves improving human relationships through one’s own small changes and transforming into a person others want to follow. Ultimately, it breathes creativity and passion into organizations or relationships, creating new value and happiness.

This content was produced with the assistance of AI translation services.