[Opinion] What If the Trusted Members Betray Me?

Recently, I heard from a venture entrepreneur about the most difficult experience they had last year. "Several team members we trusted resigned simultaneously and started a business by imitating the service we were providing. My trust in people was shaken. At that moment, I recalled the 'Seongyak(弱) Theory' mentioned by our vice president and regained my composure."

I could roughly understand that person's pain. The entrepreneur was very cheerful and had a style of loving and giving to the members. What I have discovered from meeting many venture CEOs is that companies centered around their members, built on trust and generosity, definitely have lower turnover rates and better teamwork. However, even such companies still face situations where key personnel suddenly leave, take the business idea and copy it, leave as a group to a competitor, or someone trusted embezzles money. In other words, even if the CEO has good intentions, these situations cannot be completely prevented.

After experiencing such situations once or twice, most CEOs tend to change their philosophy from 'Seongseon Theory' (theory of innate goodness) to 'Seongak Theory' (theory of innate evil).

Initially, based on 'Seongseon Theory,' they believe all employees are good and that treating them with virtue will lead to success. They sincerely treat their employees well, immerse themselves in books like 'Netflix,' and dream of building a successful company together with their staff.

However, after experiencing these situations a couple of times, they begin to doubt their original philosophy and shift toward 'Seongak Theory.' They start to believe that all employees basically pursue only their own interests and are untrustworthy. Therefore, they see no need to show affection, limit relationships to those based on money, and strengthen security. Unfortunately, many founders who started with good intentions change their minds. This results in an organization that feels like a group of mercenaries or one that fails to nurture leaders. So, how should we view human nature?

Japanese management philosopher Itami Hiroyuki, in his book Becoming a Manager, uses the term 'Seongyak(弱) Theory' and expresses it as follows: "Humans are fundamentally valuable and deserve respect. However, their nature is neither evil nor good. They are simply 'weak.' Depending on the environment, they can become evil or good. Because they are weak, they make mistakes and are swayed by temptation. They move this way and that according to their own interests. Therefore, trust people but do not trust the work. Trust character but have systems in place to address problems arising from weakness. Appropriately utilize both 'virtue' and 'discipline.'"

In conclusion,

1) Exceptions and unexpected incidents occur. In life, you will experience hurt and betrayal. Acting with good intentions may reduce these incidents but will not eliminate them. Accept this as natural. There is no need to blame yourself. It is not your fault.

2) It is not because people are evil but because they are weak. Therefore, there is no need to withdraw trust in people themselves. Trusting people does not mean they are perfect. Maintain an attitude of trust and gratitude.

3) Trust people but assume they may make mistakes and behave unpredictably. Strengthen the company’s systems and your own mentality to prevent and respond to issues arising from this weakness.

I believe that the entrepreneur will grow and mature further through this.

Shin Sujeong, Head of KT Enterprise Division