2006 KSEA Regional Young Generation Forum in Texas - “The Coming Wave”

1. Global Leadership 2006 KSEA Regional Young Generation Forum in Texas - “The Coming Wave” Panelists Kun Chee (Casey) Youn, Ph. D. Esther Yang, Ph. D. Byungkyu (Brian) Park, Ph. D. Moderator Michael Hyun-Chul Jin, Ph. D. Drs. Esther Yang, Wonhui Cho, and Sam RyuForum Co-Chairs June 10, 2006

2. Global Leadership Agenda Introduction Dr. Michael Jin Panelist Presentation 1. More Fulfilling Professional Life Dr. Casey Youn 2. Critical Success Factors in Industry Dr. Esther Yang 3. Academic Career and Leadership Needs Dr. Brian Park Q&A/Discussion Groups & Panelists Summary Dr. Michael Jin

3. Brainstorming Guideline • Prelude • - What is leadership? • - Why do we need leadership? • - Do you want to be a leader? Why? • - What do I expect from this panel discussion today? • - Whom do I meet today? • Main Entrée • - Is leadership different at different places (geography, age, field, etc.)? • - What are the characteristics of leadership? • - Are there good examples of great leadership? • - What are the learning styles of great leaders? • - How do these learning styles differ from those of others? • Global leadership and diversity; • what are the challenges of working across difference? • - Am I a leader? • Epilogue • - What have I learned from this panel discussion? • - How does it compare with what I know about leadership? • - Take-home messages? • - Where do I go from here?

4. Kun Chee (Casey) Youn, Ph.D. Founder & president, WEECO International Corporation Ph. D. Chemical Engineering, Princeton University

5. MORE FULFILLING PROFESSIONAL LIFE A COMMON SENSE APPROACH

6. MY BACKGROUND • CAME TO THE STATES AT AGE 17 • CHEMICAL ENGR. EDUCATION • 24 YEARS AT SHELL OIL COMPANY • EARLY RETIREMENT WITH A DREAM • OPENED AND OPERATED A CAFÉ • ENGINEERING CONSULTING COMPANY • WEECO INTERNATIONAL CORP. • COMMUNITY INVOLVEMENT • PLANNING A GRADUAL RETIREMENT

7. EMPLOYER VS. EMPLOYEE

8. WORKING AS AN EMPLOYEE VS. AN EMPLOYER • IN PRINCIPLE, NO DIFFERENCE • EMPLYEE AND EMPLOYER ARE ALL PART OF THE SAME TEAM • BUT, THERE ARE SOME DIFFERENCES IN REALITY

9. AN OLD MAN’S PERSPECTIVE • DESIRABLE QUALITIES/HABIT • VARIOUS LEADERSHIP STYLES • STYLE THAT YOU CAN KEEP & IMPROVE • LESSONS I HAVE LEARNED • IT HAS TO MAKE COMMON SENSE

10. DESIRABLE QUALITIES • STEPHEN COVEY – SEVEN HABITS • BE PROACTIVE, KNOW THE BIG PICTURE, THINK WIN/WIN, 1ST THINGS FIRST, UNDERSTAND/UNDERSTOOD

11. DESIRABLE QUALITIES • SANG DO – WINNING A PERSON OVER • FIND RIGHT ROLE MODELS • GETTING HELP FROM RIGHT PEOPLE • FIND THE RIGHT NICHE

12. DESIRABLE HABIT • KNOW TO LEAD/FOLLOW/PARTICIPATE • KNOW WHEN TO DECIDE/ASK/DISCUSS • KNOW WHEN TO SPEAK UP/SHUT UP • GET MAXIMUM OUT OF YOUR TEAM • QUIT SECOND GUESSING OTHERS • BEING ABLE TO MAKE DECISION WITH RISK • UNDERSTAND THE PARETO PRINCIPLE VITAL PARTS VS. TRIVIAL PARTS, 80-20-5

13. BASIC PREMISE • WIN/WIN ENVIRONMENT • SAVINGS ACCOUNT THEORY – THE MORE YOU SAVE THE MORE THERE IS TO WITHDRAW • BE YOURSELF – FIND THE STYLE YOU CAN CULTIVATE • IF THE ENVIRONMENT IS NOT RIGHT FOR YOU WAIT FOR AN OPPORTUNITY, SWITCH AND DO NOT LOOK BACK

14. THINGS THAT HAVE HELPED ME • SUPPORT OF FAMILY – CONFIDENCE • FRIENDS – CIVILIZED PERSON • BECOMING MORE COMFORTABLE WITH COMMUNICATION – TOASTMASTERS • BELIEVING IN A WIN/WIN WORLD • LESSONS FROM MY PREVIOUS CAREER

15. VALUABLE LESSONS • PLAYING THE GAME OUT IN MY MIND • WHEN TO GIVE UP VS. KEEP TRYING • NOT BEING AFRAID OF FAILURE/MAKING DECISIONS • TRYING TO BE COMFORTABLE WITH MYSELF • BELIEVING IN COMMON SENSE

16. RUNNING A BUSINESS • FINDING A RIGHT NICHE – COMPETITIVE ADVANTAGE • BUSINESS DEVELOPMENT –CAPTURING OPPORTUNITIES • GETTING THE MOST OUT OF STAFF • PUTTING TOGETHER A RIGHT TEAM • TIMELY DECISION WITH RISK • EXISTING CLIENTS AND EMPLOYEES ARE THE BEST ONES • COMPANY CULTURE – ENJOYABLE ENVIRONMENT

17. SUMMARY • BUILD YOUR OWN LEADERSHIP STYLE • A STYLE THAT YOU CAN KEEP AND IMPROVE • CULTIVATE DESIRABLE HABITS AND LESSONS • CONSIDER RUNNING YOUR OWN BUSINESS – IT’S WORTHWHILE • DON’T FORGET COMMON SENSE

18. Q & A

19. Esther Yang, Ph. D. R&D Director, Clinical Chemistry, Abbott LaboratoriesPh.D. Physical Chemistry, Univ. of Calif. Berkeley

20. Critical Success Factors in Industry Esther Yang, Ph.D. R&D Director, Clinical Chemistry Abbott Laboratories June 10, 2006

21. Flow • My Story • Critical Success Factors • Personal Journey to “Awakening and Awareness” • Organizational Expectations and “Unwritten Rules” • Mastery of Critical Leadership Skills • Lesson Learned • Leadership Model • Take Away Points

22. Beckman (2Yrs) 4 1 2 3 DuPont (14 Yrs) ? 5 Abbott (9 Yrs) My History

23. Medical Products Pharmaceutical Products Immunology Oncology Diagnostics Neuroscience and Pain Management Spine Diabetes Care Vascular Infectious Diseases Point-of-Care Metabolics Molecular Additional Therapies (Renal, Cardiovascular) Nutritionals Abbott A leading, broad-based global health care company 2005 annual sales: $22 billion 60,000 employees around the world 7,000 scientists Fortune 100 corporation Abbott Diagnostics 12,000 employees WW $3 billion in sales

24. My Job Fully Automated Body Fluid Testing System • New Product Development • Product Improvements • Supplier Management • Interface with Customers • Budget • People Development • Long Term Strategy Dev. Cancer Cardiac Endocrine Hepatitis HIV Drugs Metabolites $200 million in Sales

26. High Intelligence = High Social IQ Personal Journey to “Awakening and Awareness” Mentoring Interdependent Independent Easy to get stuck here…. Dependent

27. Critical Success Factors – “Unwritten Rules” Leadership Be Inspirational Make Difficult Decisions Empower People Personal Integrity Influence Management Know the “Customer” Requirements Get Superior Results through People Manage Risk-Benefit Outcome Core Values Basics Problem Solver Adaptable Effective Communicator

28. What Does Success Look Like? Positive Influence to Others

29. Lessons Learned: • Learn to leverage the people early in your career. Don’t get stuck at the “Independent” stage. • Broaden your experience with an “Open Mind”. This will get you ready for the next step and Different Career Options. • Communicate effectively through clear expectation setting. • Identify mentors and develop “Soft Skills” early. • Seek 360 feedback and identify potential derailment factors. Perception = Reality / Expectations

30. Open Communication Vision and Strategy Value Creation People Make the Difference Empowerment Expectation Setting Execution Excellence Influence Mgmt Basics Competent Leadership Leadership Model – Yang Version

31. Take Away Messages • Do you know where you are going? • What stage of personal growth are you at? • What leadership competency gaps do you see? • What steps can you take as you leave here today?

32. Q & A

33. Byungkyu “Brian” Park, Ph. D. Assistant Professor Civil Engineering, University of Virginia Ph. D. Civil Engineering, Texas A&M University

34. AcademicCareer and Leadership Needsaspect of a junior professor Byungkyu “Brian” Park Assistant Professor University of Virginia KSEA-SW Regional YGTLC June 10, 2006 Dallas, Texas

36. Wow… I’m a “mini” Boss Flexible schedule, esp. summer Job security after tenure Sabbatical opportunity Getting good respect Nah… Tenure evaluation Pressure on “unforced” publications Securing research funds Need more than 8 to 5 work hours Salaried person Academic Faculty

37. Focus Areas of Academic Faculty • Teaching • Advising • Research • Services

38. Teaching • 2 ~ 3 courses per academic year • Required work • Prepare lectures, prepare & grade homework and exams, engage Q&A with students • Challenges • Students learning • Course material (text book, contents, practical application via class project, etc.) • Teaching evaluations

39. Advising • Number of Advisees • 15 ~ 20 undergraduate students per academic year • 5 ~ 6 MS and Ph.D. students • 0~1 Post Doctoral Research Associate • Required Work • Review students research work and provide directions • Challenges • Some want to be spoon-fed (not taking initiative) • Continue to study on new research areas • Remembering undergraduate students names

40. Research • Writing proposals • In average less than 30% of proposals are funded • NSF, US DOT, FHWA, State DOT, etc. • Publishing papers • Journal (20 – 40% rate) / Conference (60 – 70% rate) • Challenges • Be an absolute leader in his/her research area • Innovative thinking, excellent communication skills in both oral and written, etc.

41. Services • School & department • Chair re-appointment / open house / Advisor for student association (ASCE) • Professional societies • Committee membership, Subcommittee chair, Journal editorial board, newsletter editor, etc. • Conducting workshops and attending conferences • Public • KSEA activities (YG committee, YGTLC, UKC, etc.) • KOTAA (President)

42. Services (cont’d) • Challenges • Needs LEADERSHIP as committee chair, conference program chair, etc. • Significant TIME commitments

43. Do I need to be a Leader? • Absolutely! I need to be a leader to advisees, students in the class, groups in professional research societies including conferences, workshops, committees, and public organizations • To be a successful professor, I shall demonstrate leadership in every aspect of what I am doing…

44. What are leader & leadership? • search returns… • 676,000,000 for leader • 42,300,000 for leader definition • 862,000,000 for leadership • 46,500,000 for leadership definition Great Leaders are MADE, not born. Author unknown

45. A Leader… • Sets direction, gives guidance, and motivates people to accomplish • Guides the group during times of storm • Knows what they want, why they want it, and how to communicate to others what they want • Recognizes and praises good work, gives credit to others, makes everyone feel important

46. Building Blocks of Leadership Influence People Priorities Vision Integrity Self-discipline Change

47. What is leadership? Influence “Leadership is the ability to obtain followers.” • James Georges, Par Training Corporation, in Executive Communications Magazine

48. The key to leadership Priorities Success is the “progressive realization of a predetermined goal.”

49. The Prime Ingredient Integrity “The first key to greatness, is to be in reality what we appear to be.”– Socrates

50. The ultimate test of Leadership Change “If you want to lead, you must change…if you want to continue to lead, you must continue to change.” – Howard Hendricks