[Namsan Ddalkkakbari] How Ordinary You Become Extraordinary

Work Dignity / Shin Sujeong / Turnaround / 18,000 Won

Every week, I read new books and have various experiences. I wanted to record the wisdom and insights gained. To organize my thoughts, I started posting on Facebook. The more I recorded, the more my thinking became organized and expanded. It also had a positive impact on others. My followers began to increase, reaching 17,000. Each post received over 1,000 likes and more than 100 shares. Requests for publication grew, and eventually, it was published as a book. This is the "Level of Work" (Turnaround) by Shin Sujeong, Head of KT Enterprise Division.

The book contains posts that Shin had uploaded online. Most are answers to intriguing questions, such as: How can one become extraordinary within ordinariness? A tollgate cashier, who found it hard to find fulfillment in simple labor, created a personal game of picking up 100-won coins exactly in the amount at once, finding joy in work, and many drivers responded with smiles to that brightness. An office worker, bored of just copying documents, copied extra pages to study, and by chance, mentioned a figure in a meeting that no one else could answer, quickly becoming a model employee.

There are many other interesting cases. A glass company in the U.S. developed unbreakable safety glass and started sales, but one salesperson’s performance stood out. When asked, it turned out he demonstrated breaking the glass with a hammer in front of customers. Even as everyone benchmarked this example and raised the overall standard, that employee remained overwhelmingly number one. When asked why, he said, "You can’t be number one by doing the same thing as others. Now, I give customers the glass and hammer and let them try breaking it."

He also advises not to live life too hard. Even when playing the piano, playing hard all the time is not the answer. Pianists actually criticize excessive effort. Points, balance, story, contrast, and sharpness are important. A pianist advises, "Right now, everyone is playing hard all the time. That doesn’t move people. You have to be soft when soft and strong when strong. Playing softly is more important." The author warns that our lives are no different.

When learning something, he recommends meeting people who make you like the subject rather than those who are simply highly skilled. Psychologist Benjamin Bloom asked 120 world-class athletes and pianists about the skill level of their first teachers, and 62% answered average level. Only 14% said outstanding. Most responded that their teachers were excellent at making them love tennis, piano, or swimming itself.

Leaders are no different. The difference between an expert and a leader is that "experts move themselves, leaders move others." Just as a great player is not necessarily a great coach, what you do well and what makes others do well are different matters. The former is an expert in a specific field; the latter is a leader. "A true leader must present a core vision and move others."

However, enjoying what you do does not necessarily make you a professional. On a broadcast, Seo Janghoon said, "I hate people who say ‘Enjoy it. Those who enjoy it can’t be caught.’ You can’t get the best results by enjoying it." Marathoner Hwang Youngjo said, "When a car passed by during a marathon, I thought it would hurt less to run into it and die." Golfer Park Seri said, "I didn’t enjoy golf for 25 years." The author says, "Telling someone to enjoy it is advice for those aiming for hobbies, not for those striving for the best."

Mother Teresa, famous for her frugality, often flew first class. There was criticism about this, but there is a hidden story. She knew money was needed to help the poor, so she spoke to top executives in first class and secured large donations. This story contains the simple truth that if there is a need, you must go where the supply is. Based on this, the author points out that handsome men and beautiful women without partners who "engage in hobbies alone or only with the same gender will have a chance of someone wonderful suddenly talking to them one day similar to the odds of being struck by lightning."

The book also explains why people who are good at work are not recognized at home. People who are good at work usually judge conclusions and core points quickly and are accustomed to efficiency and logic. They are optimized to move swiftly toward set goals. But this logic does not apply at home. Even if you raise a flag and shout "Follow me," children say, "Dad, you’re annoying," and wives respond, "Am I your subordinate?" If you then ask, "What’s the alternative?" or "What’s the point?" the situation only worsens. This is why the god of work is not recognized at home. The book offers answers to countless life questions that have no definite answers.

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