Soul-Searching in Seoul: One U.S. Expatriates Cautionary Tale Linda Myers experience in South Korea is a cautionary tale for any expatriate. She was very attracted to the opportunity to finally become an expatriate and accepted a management position in human resources at Seoul-based SK Telecom. This was an exciting prospectto be an expatriate in Asias fourth-largest economy while helping SK Telecom become a more global company. Myers brought impressive credentials to her new employer, including years of experience as an expatriate consultant helping executives from top U.S. multinationals like ExxonMobil and Hewlett-Packard make successful transitions to their overseas assignments. Yet soon after arriving in Seoul, Myers began wondering if she had made a huge mistake. Despite experience in previous jobs requiring considerable overseas travel (including months-long stints in the Czech Republic and Ecuador) and her expertise as an expatriate consultant, Myers was unable to grasp the nature of the problem, much less operate effectively, at SK Telecom. During the next two years, Myers came to realize that her direct style clashed with the formal and polite style of her Korean colleagues. She also learned that SK Telecom had few Western employees in general and only a handful of women in senior positions. Myers discovered that she was, in effect, a trailblazerone of the few U.S. women to serve in an executive capacity at any Korean company. Eventually, Myers concluded that she and SK Telecom had divergent views about her role in the company. Myers had become frustrated, demoralized, and exhaustedan outsider who was marginalized and precluded from having the impact she desired. So what happened? The signs of things to come started early, when Myers was initially emailed by an SK Telecom recruiterwho assumed she was a man. She obviously eventually took the job, feeling it was simply too good to pass up. Once she arrived in Seoul, Myers was surprised that she received no official orientation or even much specific help from her bosses regarding how to adapt to her new surroundings. She was also struck by how homogeneous things were at SK Telecom and in South Korea more generally, where less than 3% of the population has foreign roots (versus roughly 20% or more in places like London, New York, and Singapore). But Myers was completely shocked by the struggles she had communicating with her Korean colleagues inside the companys hierarchical management structure. Her inability to speak Korean turned into a major impediment, and Myers felt she had no choice but to ask for an interpreter to attend certain meetings. Getting information from Korean colleagues who did speak English also was difficult. Forced to ask questions to learn anything, Myers felt that even her polite questions were interpreted as criticisms. Nevertheless, after just four months on the job, SK Telecom promoted Myers, asking her to lead SK Holdings Global Talent group. Myers became frus.