The president and CEO of the Incheon International Airport Corporation (IIAC) shares with Julian Tan his formula for judging character
Any advice for people who want to reach the top?
These days becoming a CEO is much more complicated than before – you need strategic ideas and a good understanding, and the right organisation and right environment. A good CEO is inborn. It’s like being a piano player. You can practise all day and all night. You reach a standard, but you can never go beyond unless you are gifted.
Tell us briefly about your early career.
I was CEO for over 20 years at various multinational companies including Unilever Korea (one of the world’s largest consumer products companies known for Dove and Lipton tea). Prior to that, I was with Grand Hyatt Seoul and for over 15 years, I was with TNT Express Worldwide. I was commissioner and chairman of the Presidential Committee on the Northeast Asia Cooperation Initiative and member of the Presidential Commission on Policy Planning.
As president and CEO of IIAC, what are your challenges?
Our common strategy is for Korea to become a hub of North Asia. At IIAC I can promote growth and I can show the way for Incheon to become one of the world’s best air hubs and a logistics centre. We are also working to become an air city.
Ten years on, this airport will be a new facility for tourism, business and leisure, and we’re probably talking about a US$10 billion investment in due course.
Another challenge is to change the corporate culture. We have to be better or equal by international standards. We’re looking to Hongkong, Singapore, Frankfurt, Amsterdam and London Heathrow as benchmarks. We go over there and see what they’re doing, in terms of people structuring and training.
What did you pick up?
For instance, we met the HR people at General Electric and learned about their culture. We have many logistic institutes and had professors and experts go over there to learn. We held open discussions. All that took us six months.
That way, I can teach my staff, rather than do it myself. I can guide them but I can’t teach them everything, and I don’t know everything, so they must go out and see other people and pick up the good practices.
Do you see the labour union as an obstacle?
I’m never worried about the union at all because, number one, I have maintained my own transparency and, number two, I am an expert in the fields I’m in. Incheon has become a national brand; we want to be number one in the world – that is our strategic discussion.
No one can argue (with me) because I keep to my own principle. You have to be patient with them (the union). They challenge me all the time and this has made me stronger and more competitive.
What is the importance of new blood?
I am far younger than anybody in terms of thinking and seeing the future. Just ask my PR team, they find me far younger than they are.
What makes a good leader?
One who can interfere and yet maintain their leadership.
What are some of your hobbies?
I don’t have any at all. I tried golf but I didn’t like it. I don’t drink. I don’t drive.
When I was younger, I liked to play poker, but I’m getting old and nobody wants to sit down with me (laughs). I go mountain climbing; I jog and swim – not because I like it, but because it is a custom like eating. I also go to the gym, read and listen to music.
What about food?
I eat anything and everything, but I’ve cut down on it because I’m getting old and fat. In my view, eating habits are very important. A person’s character is revealed through how they pick and enjoy their food.
In my previous company, whenever a newcomer came in, I always had a lunch or dinner with them. I watched how they selected their food and enjoyed it.
Your job takes you to many places. Do you think travel has shaped the person you are today?
Yes, not just in business but also in my personal life. Travel helps you become richer. How you make use of your opportunities depends on your personality and your ability to absorb and bring about change.
