Sejong’s overall management goals have always been bold and clear. It also made it easier for members of the organization to understand. Communication within the organization has always gone on and on. Thus he remained in the position of a national CEO who could be tempted by dogmatism and tyranny, but remained balanced at all times.
Even when it comes to policy-making, he always stepped up his determination if he felt confident. However, if I was not even sure about this, I tried to reach a reasonable conclusion through a discussion with my subjects. This consensual system was a new aspect of national management, and furthermore established an active, highly rational, advanced conference and discussion culture. A case in point was the operation of contest (주1) and housekeeping. And that’s exactly what these policy-making and management minutes are today’s” Sejong Records.”
[Where there is conviction, there must be resistance]
Stubborn and resolute push is always bound to meet” resistance”. Therefore, in order to overcome “resistance,” there must be a self-determination of the leader. No management can be carried out without a decision. And the CEO must be able to “imagine” it by doing it. Only then can complaints from people around them be put to rest.
Sejong was the most thorough CEO of Confucian humanism. He took necessary measures to protect human rights, such as preventing prison time, improving the high degree of problems, and improving the environment of prisoners, to practice the folk ideology. Some people around him have expressed rumors that the government is expanding its prison politics, but he has not been swayed by this, but he has decided on his own importance and carried out his policies.
Impulsive management comes from self-determination.
If the CEO does not see himself as the center of his decision, he can easily back away from difficulties. In this regard, Sejong was clearly distinguished from other CEOs. The principle of this tax decision was laid bare in his national management. He had an unlimited sense of responsibility for the management of the state. Thus, he always considered drought, rainy season, or people’s hunger in the farming season as the way it was in his time of life, to be a blessing in disguise. Thus, I always felt a sense of responsibility in management and felt a sense of self-reflection. This was exactly what touched Sejong’s people, unlike previous CEOs of Goryeo and Joseon. It was literally the beginning of ‘emotional management’.
Decisions are only a moment’s bifurcation or a senile idea without a persistent pursuit. Only continuous and steady self-examination does not tarnish the meaning of determination. This is the requirement that self-innovation and change-driven leaders must always maintain. The discussion and decision-making process of the “land tax law” of the Sejong era is the most representative example of the principle of Sejong’s determination.
In connection with the execution of the public law, Sejong finally carried it through despite various “unavoidable” and “opposition.” The decision-making principle that he used to push through the public law was to respond smoothly, take into account reality, and continue to promote its needs and benefits. The achievement of implementing the construction method (Note 2) was in the persistence of such determination by Sejong.
History has never forgotten that in order for the Han era to stand upright, there was always a CEO who put the principle of determination at the center and acted as if he had been acting as if he had a frost.
[Management spirit learned from King Sejong]
* Having a lot of ‘to-do’ is both a pleasure and a challenge. Invitations to these fascinating challenges come from self-determination. Decide! It will open a new chapter for you.
* The decision-making principle is the same as simple, clear, precise, and firm. Maintain a ‘motivation of immovability’. That will make you a leader with a firm belief.
* A new project will always see opposition. The CEO’s bold determination and precision keep things from going wrong.
* Use opposition forces well. Their ‘noise’ has the effect of preventing future great ‘humble’ in advance. It should be allowed to function as a double track in management strategy.
* Create an agreement. It creates an active and rational conference culture. This ‘contest’ system should take root in your business.
* Without self-centeredness, you will be the victim of a rumor and be buried in it. The most deadly opponents are these rumors. The only way to get rid of it is by holding it in the way out.
* Always feel responsible for management and reflect on yourself. It evokes ‘emotional management’.
* The only way to avoid discoloration of the decision is through steady self-activation. There’s nothing in the world that can beat the “continue.”
(Note 1) The education system, which taught national CEOs the eulogy and history of Confucianism, is at the same time a policy consultation body. The method of operation was mainly based on Confucian teachings, and after the lecture, the king and his subjects discussed the pending issues. In particular, it was convenient to discuss policies because the morning lectures brought together the CEOs, the core departments of power such as Uijeongbu, Yukjo, Seungjeongwon, Hongmungwan, Sajunbu, and private officials. Originally, there were no joint meetings between CEOs and their subordinates in Joseon, nor was there a policy consultation body between major government offices. Thus, the competition developed into an important policy consultation body and had an important impact on the CEO’s daily life and political processes. Today, it can be seen as a combination of CEO curriculum or seminars or executive meetings. It had an integrated nature of theory and practice.
(Note 2) From the 12th year of the King Sejong’s reign (1430), when the discussion began partially, to the 26th year of the King Sejong’s reign, when the law was finalized. It was also the first time in Korea, from bureaucrats to farmers, to conduct public surveys to listen to their opinions, and to conduct them on a trial basis. In March 12, King Sejong finally asked public officials at home and abroad whether they could enforce the law or not, and in Hojo, he reported the situation of pros and cons of the law in a comprehensive manner (August 10, 12). At that time, not only former and incumbent officials from home and abroad, but also rural people participated in the discussions and opinion polls, with 74,149 of the total 98,657, showing that about 75 percent of the respondents opposed it. At that time, Young Eui-jung and Hwang Hee-eun were also opposed. In response, Sejong decided to follow Hwang Hee and other discussions. Sejong believed that the law should be enforced, but many opposed it and had to be put on hold. Then, in July 19th, King Sejong instructed the public to prepare and report the implementation rules of the public law, which was reported in Hojo (July 9, 19 by King Sejong). Sejong confirmed the implementation of the public law and asserted, “The current law is intended to be convenient for the people.” However, since the degree of wind damage from the angle was different from the beginning of the implementation, the government ordered the government to reduce the amount of jeonse in areas where crop yields were poor. Even after the implementation was finalized, discussions were held on a split basis, but the construction was finally finalized in June 26 After a long struggle, the government was able to finalize the law because of King Sejong’s belief and determination that it was convenient for the people.