
Photo by riNux
A friend of mine works in Seoul for a local bank where he handles the bank's relationships with a variety of companies. Some months back, one of his female colleagues was assigned as relationship manager to a Hyundai account, a decision which initially pleased the relevant men at Hyundai who quite enjoyed ogling a woman while slogging through the dry minutiae of, say, a bond issuance. That she was, from what I can gather, good at her job was merely an added bonus for these fellows.
Everything on the account went swimmingly until early this past spring when the Hyundai boys decided to take this woman golfing and, afterward, for drinks over lunch. As it turns out, she wasn't much of a golfer and, what's more, couldn't keep up with the immoderate drinking that so defined professional life for these fellows. Soon, Hyundai was ringing up the bank, asking that a male be assigned to their account - someone who played golf, drank to excess, and could belch, fart and swear like a real man. And so my friend, who hates golf and excessive drinking, ended up with the account.
Korean men of a certain generation, I've learned, only talk to women for one reason; luckily, every woman has one. Too many men in Korea are incapable of talking to a female - other than their relatives - if the possibility of sex is not somehow involved, and dealing with females as equals is certainly beyond consideration. Corporate offices in Korea too often have the feel of recess in elementary school, back when girls were stupid, weak, and never to be picked for the kickball team, and while some males outgrow this stage, it seems that many have simply packed up their callow notions and taken them into the boardroom.
In my experience, it's not enough for women in Korea to be intelligent, resourceful and motivated. No, for their talent to be recognized and for them to earn promotions, women in Korea must be exponentially more intelligent, more motivated and more resourceful than their male counterparts in similar positions. That most work in our modern economy no longer demands physical strength or a pair of testicles seems not to matter. Women, by dint of their unsightly golf handicaps, are presumed incapable of managing an organization of any size because, clearly, there's a direct correlation between golf scores and profits.
The population of South Korea is, at present, about 50% female, which leads me in a crude way to assume that about half of the best potential employees, managers, and leaders will similarly be female. Any company, then, that hires, fires or promotes based on genitalia is doing itself a great disservice, one that in a free market will almost certainly spell its demise. Milton Friedman wrote as much in Capitalism and Freedom:
A few years back, Roy Adler of Pepperdine University provided some statistical ballast for this argument by showing, in an extensive 19-year study, that the 25 Fortune 500 firms with the best record of promoting women to high positions are between 18 and 69 percent more profitable than the median Fortune 500 firms in their industries. A number of explanations for this fact have been offered - for instance, that profitable companies are more willing to experiment - but I'd venture that the answer is obvious: these companies have instituted the strictest meritocracies. Performance and potential simply matter more than whether or not you menstruate.
May I be so blunt as to say, 'duh'?
Everything on the account went swimmingly until early this past spring when the Hyundai boys decided to take this woman golfing and, afterward, for drinks over lunch. As it turns out, she wasn't much of a golfer and, what's more, couldn't keep up with the immoderate drinking that so defined professional life for these fellows. Soon, Hyundai was ringing up the bank, asking that a male be assigned to their account - someone who played golf, drank to excess, and could belch, fart and swear like a real man. And so my friend, who hates golf and excessive drinking, ended up with the account.
Korean men of a certain generation, I've learned, only talk to women for one reason; luckily, every woman has one. Too many men in Korea are incapable of talking to a female - other than their relatives - if the possibility of sex is not somehow involved, and dealing with females as equals is certainly beyond consideration. Corporate offices in Korea too often have the feel of recess in elementary school, back when girls were stupid, weak, and never to be picked for the kickball team, and while some males outgrow this stage, it seems that many have simply packed up their callow notions and taken them into the boardroom.
In my experience, it's not enough for women in Korea to be intelligent, resourceful and motivated. No, for their talent to be recognized and for them to earn promotions, women in Korea must be exponentially more intelligent, more motivated and more resourceful than their male counterparts in similar positions. That most work in our modern economy no longer demands physical strength or a pair of testicles seems not to matter. Women, by dint of their unsightly golf handicaps, are presumed incapable of managing an organization of any size because, clearly, there's a direct correlation between golf scores and profits.
The population of South Korea is, at present, about 50% female, which leads me in a crude way to assume that about half of the best potential employees, managers, and leaders will similarly be female. Any company, then, that hires, fires or promotes based on genitalia is doing itself a great disservice, one that in a free market will almost certainly spell its demise. Milton Friedman wrote as much in Capitalism and Freedom:
...there is an incentive in a free market to separate economic efficiency from other characteristics of the individual. A businessman or an entrepreneur who expresses preferences in his business activities that are not related to productive efficiency is at a disadvantage compared to other individuals who do not. (109)
A few years back, Roy Adler of Pepperdine University provided some statistical ballast for this argument by showing, in an extensive 19-year study, that the 25 Fortune 500 firms with the best record of promoting women to high positions are between 18 and 69 percent more profitable than the median Fortune 500 firms in their industries. A number of explanations for this fact have been offered - for instance, that profitable companies are more willing to experiment - but I'd venture that the answer is obvious: these companies have instituted the strictest meritocracies. Performance and potential simply matter more than whether or not you menstruate.
May I be so blunt as to say, 'duh'?







