Here’s a sample 3-minute speech by a speech instructor that can be used at a CEO seminar. Strengthen your leadership and persuasiveness with a clear message.

Study the humanities

Hello, everyone. Today, I’d like to share an interesting story. In 1995, American journalist Earl Shorris interviewed a female inmate in her early twenties at a New York prison. When he asked her, who had been serving an eight-year sentence for murder, “Why do you think people are poor?”, she replied, “Because they don’t have the spiritual life that people in the city center enjoy.” Shorris then asked, “What is this spiritual life?” She calmly replied, “Theater, concerts, museums, lectures. Just… the humanities.”
That brief answer gave Earl Shorris a profound realization, and he immediately decided to launch a humanities course for New York’s homeless and alcoholics. Known as ‘Humanities Lectures for the Poor,’ the program began this way. Among the first 17 graduates, two became doctors and one became a nurse. They didn’t just gain jobs; they rediscovered direction and meaning in their lives.
Now, let’s turn our gaze to Korea. House prices in Seoul’s Gangnam district keep climbing day by day, and the eldest daughter is bright enough to win medals in national English competitions. From the head of the household’s perspective, it seems like a situation where laughter should never fade. But one day, at a third-round bar, tipsy, that head of the household confesses with teary eyes: “But what is living, really? I don’t know why I’m living. To make money? For my daughter? Why am I living at all?”
If philosophy is the discipline that begins with awareness of the boundary between life and death, then the humanities are born from the collective human aspiration to transcend death and make life deeper and richer. That is why I want to recommend the humanities to you. Within them lies, at the very least, a hint about the direction of our lives.
If you ask why the humanities, I would answer this: There was always a thirst within me. Even on weekends, when I’d browse the new releases and humanities shelves at Kyobo Book Centre, returning home laden with books, a desire for knowledge remained unfulfilled somewhere deep inside. I longed to look beyond the repetitive daily grind. Conversations that started with trivial company gossip or politics inevitably ended up circling back to drinks, golf, and real estate. I had a desire to break that monotonous cycle of topics.
Now, even among executives, interest in the humanities is steadily growing. Talking about management again with executives is essentially just repeating the same thing. Instead, discussing literature, talking about history, interpreting it, and expanding it with your own perspective leads to much deeper reflection. Studying the humanities broadens the scope of how we engage with society and can enrich both our own lives and the lives of everyone around us. After all, man does not live by bread alone.
Everyone, study the humanities. Within them lie clues to the question we constantly ask ourselves: “Why must we live?” Thank you for listening.

Advertising Genius Lee Jae-seok, the Gem Overlooked by Korean Society

There is a book titled ‘Advertising Genius Lee Jae-seok’. His name is already widely known; a simple internet search easily reveals the countless advertising works he has created. Looking at those works, one can’t help but wonder, ‘Is this person really someone born and raised in Korea?’ It’s often said that Korean education is rigid and stifles creativity. Yet, the fact that such an original person emerged from that environment is nothing short of astonishing. If you’re a parent hoping your child grows into a creative talent, you might find hope and inspiration through the figure of Lee Jae-seok. That’s how much he feels like a rare, almost mutant or variant-like existence in Korean society.
At the relatively young age of thirty, Lee Jae-seok had already distinguished himself at top-tier American advertising agencies and made a name for himself by sweeping numerous gold awards and prizes at globally prestigious advertising competitions. He has now returned to Korea, where he runs a research institute and dedicates himself to creating public service advertisements. Based solely on this resume, people might easily assume, ‘He must come from a wealthy family, studied abroad from a young age, or is an elite with a PhD in advertising.’ Perhaps that very assumption is a facet of the social prejudice we’ve grown accustomed to accepting.
But his story is entirely different. He experienced significant hardship in Korean society. Because he graduated from a regional university, he sent his resume to dozens of places after graduation, but not a single one called him in for an interview. Despite graduating at the top of his class in visual design, he was told his “resume was weak” and never got a proper opportunity. Ultimately, he had to start his career at a sign shop in his hometown. Then, in a fit of frustration and with a desperate sense that he could no longer hesitate, he moved to the US with almost no money. There, he fully unleashed his talent and reached his current position.
It reminds me of a humor piece I once saw on a website. It went something like this: ‘If Napoleon had been born in Korea, he’d have been looked down on for being short and ended up jobless,’ ‘Edison would’ve been an electronics store owner, Beethoven would’ve appeared on episode 254 of Human Theater as a deaf musician, Schweitzer would’ve been the head of a neighborhood private hospital, and Neil Armstrong would’ve been jobless.’ At the time, I laughed it off, but after hearing Mr. Lee Je-seok’s story, that humor didn’t seem so funny anymore. Instead, it left a bitter aftertaste. It even made me think, with a touch of self-deprecation, ‘This is the reality of our society.’
Even at this very moment, there must be countless ‘Lee Je-seoks’ in Korean society. We simply don’t see them. Within a society structured around academic pedigree and credentials, it’s not uncommon for truly talented individuals to be overlooked simply because they don’t meet those standards. Perhaps that’s why the bitterly humorous saying, “If Einstein had been born in Korea, he’d probably be delivering jajangmyeon at best,” circulates.
Could it be that we’ve been judging people solely by their academic background, appearance, or resume credentials? The story of women in their 20s visiting plastic surgeons before submitting job applications is no longer just a joke; it’s reality. The growing number of people struggling under astronomical student loan debt yet still contemplating graduate school is also a self-portrait of our society.
We must now seriously consider what criteria should truly evaluate a person. I hope it is no longer academic background or appearance. Society must learn to view people with a more diverse and expansive perspective, and we must learn to believe in that diverse potential. Only then can more ‘Lee Jaeseoks’ be discovered in time, allowing them to unfold their talents and contribute to society. If we can just view the world with a slightly more open perspective, our future could become far more colorful and abundant than it is now.

The Second-Place Strategy – How to Beat the First Place

Who was the first person to reach the moon? As many know, it was Neil Armstrong. Then who was the second person to set foot on the moon? Most people don’t remember. The world’s first metal-type printed book is the ‘Jikji’. Then what was the second metal-type printed book? Similarly, it’s not easy to recall. The world’s tallest mountain is Mount Everest in the Himalayas. So, where is the second-highest mountain? Except for some mountaineering experts, it’s difficult to answer this question readily. Like this, ‘second place’ is always pushed out of memory.
“Only the first place survives” – we somehow don’t want to accept this saying from managers, but in reality, it often proves to be true. Within human perception, the ‘first’ leaves a far stronger impression. We remember the first. Consumers are no different. In any market, the number one company is the first and most deeply entrenched in consumer awareness, solidifying its position. The stories that frequently circulate among young people at drinking gatherings are mostly about ‘first love’. It’s a story that evokes laughter and nostalgia. But the second love is rarely even mentioned.
Marketing guru Jack Trout stated in his book 『Positioning』: “It is more accurate to say that marriage is not with the best person, but with the person who entered your heart first. To succeed, you must understand how crucial it is to be the first to occupy the consumer’s mind.” This truth applies not just to romance or marriage, but to business as a whole. People trust the ‘first’ more and place greater value on their relationship with the first entity they experience. Therefore, in business too, reaching the target customer’s mind before anyone else is crucial. And to maintain that position, you must strive relentlessly.
But this raises an important question: How can the ‘second place’ survive? Of course, there is a way. In fact, some companies have successfully adopted this approach. It’s called the ‘Challenger Strategy’. In the US car rental market, Hertz was always number one. In contrast, other rental companies, including Avis, consistently underperformed and lagged far behind in market share. But Avis faced this reality head-on, launching a bold marketing strategy that openly acknowledged its second-place position. Through the slogan, “We’re number two. That’s why we work harder,” they encouraged direct comparison with the top company, eliciting consumer empathy and trust. It wasn’t merely a humble expression; it was a bold strategy to place themselves on the same stage as the leader. By connecting themselves to the untouchable number one company, they naturally succeeded in gaining trust.
Following this campaign, Avis moved from deficit to profit and began achieving substantial growth. In contrast, Hertz had to respond with a defensive slogan: “There’s Hertz, and then there’s nothing else.” Thus, the challenger strategy can be a powerful weapon for second-place companies to enhance their market presence and achieve growth. However, this strategy comes with one crucial condition: never forgetting the very reason you succeeded in the first place.
At some point, Avis changed its strategy, adopting the slogan “Now we aim for number one.” Yet from that moment, its growth stalled, and the business began to stagnate. By communicating that a brand established as the ‘reliable runner-up’ in consumers’ minds now aimed for first place, it shook the existing trust and goodwill. This case offers a clear lesson: rather than blindly chasing the leader, the runner-up must focus on the unique value and strategies only it can deliver. Only then can it sustain consumer affection and solidify its distinct position.
The ‘second-place strategy’ isn’t merely about ranking; it’s about choosing the right strategy for your position, whatever that position may be. And sometimes, second place can move consumers’ hearts more powerfully than first place, precisely because it can do things only second place can. What matters isn’t ‘what place you are,’ but ‘how you are positioned in the consumer’s mind.’
Thank you.

The Inamori Spirit – A Steadfast Attitude Toward Life

If we view life as spanning 80 years, the first 20 years after birth are a preparatory period for entering society. The main stages are school and home, a time for building fundamental character and life attitudes. It is, in essence, the stage for developing the foundational stamina needed to enter society. The following 40 years are spent refining oneself and working for society. During this most active phase of life, a mature existence is required—one that contributes to the community alongside personal growth. The final 20 years are a time to prepare for death; some call this period ‘the time to perfect the aesthetics of closure.’ It was with this mindset that I resolved to leave home at age 65.
Sometimes thoughts like this cross my mind: ‘I wish I had more inheritance from my parents.’ On evenings after a grueling day tormented by my boss, I find myself lost in such thoughts on a swaying bus. But I quickly face reality and refocus. Preparing for work the next day, I steady my mind once more. Perhaps it’s because the thought ‘a parent’s wealth is a child’s wealth’ is deeply ingrained in my mind. These thoughts are likely ones we’ve all entertained at some point.
In Japan, there is a figure who challenges this stereotype: Kazuo Inamori. “There is no adversity in this world that can defeat me.” From founding a company with just 3 million yen in capital at the young age of 27 to building it into one of the world’s top 100 companies, he consistently adhered to his own philosophy and management principles. Even today, countless business leaders worldwide regard him as their ultimate mentor, and in Korea too, many executives speak of him as the most respected figure.
Inamori Kazuo pioneered the unique “Amoeba Management” approach, simultaneously boosting organizational autonomy and efficiency. This became the foundation for Kyocera’s extraordinary growth. To learn his management philosophy, countless business leaders from Japan and around the world continue to visit Kyocera. Above all, the story of how he entrusted the company to professional managers rather than passing it on to his children leaves a deep impression on many people even today. He did not privatize the company; he prioritized the organization and society until the very end.
Furthermore, he did not flaunt his wealth. During the recent major earthquake in Japan, he donated a significant portion of his personal fortune, but did not disclose the exact amount. That very silence resonated more profoundly, and people say they saw the true essence of Inamori in that gesture. Among his frequent sayings was this: “A shroud has no pockets.” He had sincerely embraced the realization that the wealth and honor accumulated over a lifetime must ultimately be left behind at death.
Ancient people referred to life after sixty as a ‘bonus.’ Inamori showed us, through his own life, how to live that bonus time. His philosophy extends far beyond the realm of business. It speaks to how a human being should live, and with what attitude one should face life.
Observing recent corporate issues like the Hanjin Heavy Industries situation, the life and philosophy of Kazuo Inamori come to mind. The choice of a manager who let go of everything to walk a path for the organization, society, and ultimately humanity is a topic our society desperately needs now.
I hope more enlightened business leaders like Inamori emerge in our society. Rather than simply aiming for success, I hope more people become leaders with sound philosophy and values, positively influencing the next generation.

Employee turnover is a significant loss for companies

Turnover is no longer solely the concern of job seekers. Rather, it is the companies that face the greater headache. When experienced employees, carefully selected and trained with great effort, resign one after another, it not only incurs the costs of hiring and retraining new personnel but also erodes the company’s future competitiveness.
The problem is that many companies still view turnover as merely an ‘individual choice’. But the reality is different. Talent management programs in Korea are still in their infancy, and companies operating dedicated talent retention departments to prevent employee turnover and increase job satisfaction are extremely rare. In fact, 40% of companies reported having no employee retention programs at all. Even among those claiming to have talent management systems, most rely solely on basic mentoring programs—connecting new hires with senior employees to help them adapt—which is the reality.
However, overseas, various initiatives to reduce turnover rates are actively underway. The case of Ernst & Young (EY), the world’s second-largest accounting firm, is particularly noteworthy. While the company grew its workforce from 61,000 employees in 1990 to 98,000 by 1999, it faced a serious problem where turnover once exceeded 20%. The turnover rate among female employees was particularly high at 27%, resulting in substantial organizational losses. Research indicated that the cost of hiring and training a new employee reached 150% of that employee’s annual salary.
Consequently, the company established a dedicated talent retention department and launched a comprehensive response. A survey of approximately 17,000 employees regarding job satisfaction and reasons for turnover revealed that female employees were experiencing significant stress stemming from limited promotion opportunities and difficulties balancing work and family life. Based on this, the company introduced flexible work arrangements for female employees and began operating customized training programs for their career management. As a result, the turnover rate among female employees noticeably decreased, and the company achieved cost savings of approximately $21 million.
This case offers particularly important insights for small and medium-sized enterprises (SMEs). SMEs, which are more vulnerable to talent drain compared to large corporations, absolutely require dedicated personnel for talent management. Beyond simple welfare improvements, a systematic talent retention strategy is essential. Companies should view talent not as a ‘cost’ but as an ‘investment’.
The saying “talent management is money” is no exaggeration. The fact that the cost of hiring and retraining new personnel reaches 150% of their annual salary should never be taken lightly. Managers who treat employees like expendable goods will inevitably receive the same treatment in return. If employees harbor the thought, “I can leave anytime,” that organization cannot expect sustainable growth.
Not just now, but decades into the future, ‘losses due to talent’ will remain a major factor threatening corporate survival. The most crucial resource sustaining and growing a company is people—talent. Therefore, the wisest investment a company can make is investing in ‘people’. If you treat employees like family and as partners in shared growth, the concept of a “lifetime job” need not be an impossible ideal.
Thank you for listening.

Beware of Optimism

When a company faces the crisis of bankruptcy, how do we truly act? Among those present here, some may have experienced such a situation firsthand, while others may have no experience or even imagination of it. Faced with bankruptcy for the first time, team members inevitably turn to their leader: “When will the rescue team arrive?”
At that moment, the leader instinctively seeks to reassure them. So they offer optimistic words: “It’s nothing. The weather will clear soon. Let’s keep pushing.” Younger subordinates believe and follow. After enduring another day, another 24 hours, they ask again: “Will we be rescued now?” The leader still offers hopeful words: “Just a little longer, and things will improve.” The members believe him and muster strength once more. Yet, after another 24 hours, the situation remains unchanged. The wind still howls fiercely, and there’s no sign of rescue. Even when the leader says, “Just hang on a little longer,” his words carry no weight now.
Human limits exist for everyone. Fear gradually becomes reality, and the employees face dread they can no longer bear. The urge to give up surges, yet they still cling to that last shred of hope and seek out the leader again. Because the leader is their final support. But if the leader says once more, “Just hold on a few more hours,” can the employees truly accept those words? No. Words don’t work in a crisis. Few can maintain composure in extreme situations. Most of us are ordinary people. It’s just that those in leadership positions bear the burden of having to transcend that ordinariness.
Payday approaches, and my chest tightens. The worry, “Will I be able to safely cover our employees’ salaries this month?” circles my mind. After barely making it through payday, anxiety returns. “Will next month be okay?” Leaders endure each day in this dilemma. Then, eventually, crisis strikes. When the company’s present and future become uncertain, leaders flounder, unsure what to do. This is because leaders are not perfect beings either; they are ordinary humans. So they often try to cover up the crisis with optimism, unable to face reality.
But optimism is dangerous. If you only inject unfounded hope into your team members during a crisis, you end up in an irreversible situation. The moment someone says, “Let’s each just survive,” the organization collapses. The greater the crisis, the more urgently and swiftly you must descend to the ‘worst-case scenario.’ You must sink to the bottom, acknowledge reality, and rebuild your resolve from that low point. Hesitation is too late. The courage to confront the worst is the first step to overcoming the crisis.
A good example exists. After the nuclear accident, the Japanese government tried to cover up the immediate crisis without solving the fundamental problems. As a result, when a greater crisis struck, no one believed the Japanese government. Trust collapsed in an instant.
It is already abundantly clear what attitude we must adopt when facing a crisis. We must not obscure reality with unfounded optimism. Instead, we must calmly assume the worst and seek a breakthrough from that very bottom. True leadership begins only when we face the crisis as it is, without fear.

I hope you thoroughly research and bring your product to market

Potato chips, which make a satisfying crunch with every bite, are one of the most popular snacks worldwide. The UK stands out as the nation with the highest potato chip consumption, with statistics showing Britons eat a staggering 165,000 tons annually. Their popularity isn’t solely about taste. Rather, their distinctive ‘sound’ stimulates the senses, playing a crucial role in maximizing the snack’s appeal.
Consider that potato chips are also a snack often frowned upon in movie theaters. Their loud crunching sound makes you constantly worry about disturbing the person next to you throughout the entire film. Yet, it’s fascinating that this very noise is part of the secret to their popularity. The ‘crunch’ sound when the chip breaks between your teeth isn’t just background noise; it’s a crucial signal conveying how fresh and delicious the snack is. Everyone has probably eaten potato chips that went stale a few days after opening the bag. You know how disappointing that bland, soggy texture can be.
Focusing precisely on this point, potato chip manufacturers have long pursued research to maintain that crispy sound and make it even richer. Food engineers have conducted various experiments and analyses to enhance not only the taste of potato chips but also the texture of the sound they make when broken. They studied how ‘crunchy’ vegetables like carrots or apples are chewed and discovered that the crisp sound comes from water-filled cells bursting under pressure. For example, when a carrot hits your teeth, tiny water droplets inside the cells burst out at speeds of 160 km/h, producing a crisp ‘thud’. Applying this principle, the potato chip manufacturing process maximizes the crispy texture by filling the spaces between cells with air.
In fact, the potato chips we eat are approximately 80% air. Filling the packaging with air isn’t just about volume. It also protects the snacks from breaking during distribution and is designed to provide an ‘auditory experience’ right from the moment the package is opened. We typically exert considerable force when tearing open a plastic bag filled with air. As you grip the bag’s folds and squeeze, the chips inside start crunching first, and finally, with a ‘pop∼’ sound, the seal breaks and the potato chips burst out. This entire sequence isn’t just simple opening for the consumer; it’s also a signal heralding the start of a ‘lively snacking experience’.
That’s how thoroughly calculated the sound design is. We think we’re eating potato chips with our mouths, but in truth, we’re also eating them with our ears. This snack, which stimulates all senses—hearing, sight, and touch—is not just a simple treat, but a meticulously designed ‘product’. Therefore, when developing snacks like potato chips, comprehensive research is needed that considers not just taste or nutrition, but the consumer’s entire sensory experience. It must be meticulously analyzed—where and in what environment it is consumed, and what sensations it evokes—which falls into the realm of ‘design,’ not mere manufacturing.
Additionally, marketing strategies utilizing the ‘nudge’ effect, which stimulates people’s behavioral psychology, are essential. Sophisticated marketing that penetrates the consumer’s subconscious further enhances the product’s completeness and even determines the brand’s image. Only such a ‘perfectly prepared product’ can survive in the fierce market. Just as kimchi must age to develop its full flavor, products that endure in the market must be the result of long-term research and preparation, not short-term gains. Never forget that even a simple bag of potato chips hides this much thought, science, and strategy.
A perfect product isn’t created overnight. To satisfy consumers’ palates, ears, and even hearts, deep research and persistent preparation are absolutely essential. Ultimately, what we bring to market must be the result of thorough deliberation. Only by designing perfectly, testing sufficiently, and strategizing meticulously can we achieve true competitiveness.

In times of crisis, share the situation with your employees

Thank you all for attending.
We are navigating a period of turmoil. While it may not be a national crisis like the IMF crisis that shook all of Korea, our company’s own crisis can strike at any time. Or perhaps we are always walking amidst crises. It’s no exaggeration to say we’re surrounded by landmines; it’s a continuous cycle of enduring one month only to worry about the next.
Spending years like this, it would be strange not to fall ill from the stress. Even giants like Samsung or Hyundai, representing Korea, face turbulent times. Small and medium-sized enterprises like ours are no exception to being shaken by crises. Anyone would feel anxious and flustered in a crisis. But leaders must maintain composure precisely when this happens.
They need mind control to steady their own nerves and provide stability to their team. Turmoil comes to everyone; what matters is the attitude we adopt during that time. A leader must be able to speak with certainty even in moments of chaos. They must clearly communicate our situation to employees and focus all policies and strategies like concentrating sunlight through a magnifying glass. Anticipating stakeholder backlash, preparing diverse scenarios, and maintaining an open mindset for discussion are also crucial.
Facing crisis, we instinctively endure. We muster courage, telling ourselves, “This is manageable,” and reassure ourselves we can fight back. But crises don’t end with a single blow. Bigger waves follow swiftly. Faced with such waves, we sometimes despair, wondering if this is truly the end. Moments arrive when no alternative seems visible, when solutions appear impossible. In those times, I always sank deep into doubt. The thought, ‘Am I really fighting this battle alone?’ tormented me.
Then one day, I gathered all the employees and spoke to them sincerely. “We are facing a serious problem right now. Some of you may be aware, while others may not know at all. I don’t know why, but it seems we’ve never seriously discussed this issue with all employees during previous crises. I can say with certainty: we are now facing the worst possible adversity. Yet, only a few executives, including myself, have been agonizing over this problem. I ask that you now recognize this as an issue for all of us, and consider it a matter of our survival.
After that day, I completely abandoned my vague optimism that ‘we’ll be fine even in a crisis.’ I chose to share rather than hide, and to deliberate together rather than decide alone. Then, employees began to genuinely share their concerns, and one by one, they started proposing countermeasures to overcome the crisis. And we strengthened our unity based on mutual trust. We resolved to try, to start over, but truthfully, I myself lacked conviction. The fear that always lingered in my heart had the power to make me miss even what I could achieve, and my self-doubt clouded my judgment.
But when I stopped hiding my fear and spoke honestly, the employees responded sincerely. “Let’s overcome this together.” Those words gave me the strength to rise again. The word ‘together’ held within it the possibility of overcoming, and the reason to never give up. In that moment, I realized: there is no stronger force than being with people who share your heart.
Now, I no longer dread the coming month. This year, next year, and the time beyond no longer feel heavy. Because people who will fight alongside me whenever needed are right by my side. When crises are shared, rather than borne alone, breakthroughs finally begin to appear. The most crucial task for a leader is to open that door.