To bring some “life” into the concepts of premodernism that I have just offered, I offer a brief case study regarding a leader who is living in a premodern world. I also suggest ways in which one might assist this leader as a coach who is addressing economic-related issues in the life and work of their clients.
The Case of Kurt Seto
Kurt is not a real person; however, he is an amalgamation of many leaders with whom I have worked. Kurt Seto grew up in a prosperous Japanese American family that owned a chain of furniture stores in the State of Washington. Now, as a 45-year-old gentleman who “grew up in the business,” Kurt has been promoted to President. His father and uncle started the business 30 years ago and have seen it grow from one store to a chain of twelve stores located in eight Washington State communities. Kurt’s uncle retired from the business five years ago. Now his father is also retiring.
Until recently, diversity has never been an issue in the Seto organization or in Seto furniture stores. From the first, the two Seto brothers hired both Japanese American and Caucasian American employees to help run their company and serve as the sales force in their stores. Furthermore, the Setos tended to feature furniture from both Scandinavia and Japan.
The one feature that unites these two furniture styles is simplicity. The Seto brothers displayed furniture that was elegant and beautifully crafted. It cost a bit more for their furniture. However, their tables, chairs, sofas and coffee tables fit beautifully into the new Washington-style homes that were similarly simple and elegant.
This ethnic and product diversity is no longer sufficient for the Seto furniture stores to remain in vogue and profitable. The younger generation residing in the middle class is now no longer united regarding style preferences. Immigrants from other countries and cultures (notably Latin and Chinese) are looking for something different from the Scandinavian and Japanese style. Furthermore, big chain stores such as Ikea can offer Scandinavian simplicity at a much lower price than can the Setos. There are even stores, such as Wayfair, that sell discounted furniture shipped directly to your home (often for assembly by the purchaser).
Kurt knows that some changes will have to take place in his chain of furniture stores. Falling revenues are telling him that he must diversify the line of furniture he is selling and that he might have to reduce prices in order to compete in the changing Washington State market. Recognition is one thing. New ideas and action are another matter.
While there are Seto employees from both Japanese and Anglo traditions, they tend to think alike and, in most instances, have worked in this organization for many years. The Seto brothers exemplified the Japanese tradition of honoring loyalty. This is all well and good (especially with the current employee shortages in many businesses)—but what about a “breath of fresh air” for the Seto organization?
Kurt would like to recruit some new employees to provide this “fresh air.” However, this is not an appropriate time for expansion in the size of his business (given the reduced revenues) and he is quite hesitant to dismiss any of the current employees. He also doesn’t have sufficient funds to promote early retirement.
Download Article
