CBS has a new reality show called Undercover Boss. Have you seen it?
If not here is the basic premise: A CEO or President of some company goes undercover, working side-by-side with employees in his/her own company to find out what the company is really like to work for. While I found the show somewhat interesting, I mostly found it sad and disturbing in the fact that these upper level Senior Execs were so totally out of touch with their own companies and the day to day operations.
In the first episode Larry O’Donnell, President and COO of Waste Management Inc., was shocked and appalled that the work was hard and dirty (ya THINK?). He was also surprised to find out that he had cut payroll so much that employees were doing the work of 2 and 3 people. While working with a third employee Larry discovered that employees got docked 2 minutes for every 1 minute they were late, punching back in after their lunch break.
Who is running the company that he was so unaware of these things?
The second episode featured Coby Brooks, President and CEO of Hooters. He was surprised that all of the focus was on the ‘Hooters Girls’ and no attention was being paid to the kitchen. Really? Who did he think cooked the food? They have an open kitchen so you can certainly see everything going on, has he never eaten in one of his own establishments? He was also surprised that the t-shirts the women wear were so small. Again I ask, Really?
They showed a scene of one manager who made the girls play the “Reindeer Games” where they were forced to eat beans off a plate with their mouths if they wanted to go home early. What did Mr. Brooks do about that? He made a phone call. A phone call! Any decent, logical person in an Executive roll would have broken from his undercover mode and fired the manager on the spot! Was Mr. Brooks really concerned about his employees or was he just concerned about his TV ratings and the publicity for his chain?
I understand that as you move higher up in position, the more out of touch you can become with the day-to-day activities of the business, but out of touch is one thing, ignorant, deaf, and blind is something else.
The lack of concern for employees and a lack of understanding for the jobs they perform are not limited to these mega corporations. I once had a VP that I reported to say “I just don’t know what you people do.” By “you people” he was referring to the group of employees that reported to him.
He didn’t know because he didn’t care. His attitude was if he didn’t do it, then it must not serve any purpose. Nothing or no one could possibly be as important as him. This is unfortunately a disease that plagues far too many Executives. A big part of an Executive’s job is to grow the business, to make profit. Too many Executives forget that it is the people who will grow the business and make a profit for the company. Profit over people and at the expense of the people will ruin the morale of the team and will result in a lack of loyalty to the company.
Here is a suggestion for all the Larry O’Donnells and Coby Brooks and many other Executives out there: Get out of your Ivory Tower and mingle with the people, your teams, and NOT on TV.
Tour the areas that you have responsibility over. Don’t make it a tour where you travel with your entourage, or camera crew, expecting the red carpet to be rolled out at your feet, really get into the role of the people you are traveling with. Ask questions, absorb and be involved with what your people do. Talk to people. All the people, not just the people that you feel are worthy to be spoken to.
When you have car time from the airports, to meetings or to the hotel take the opportunity to get to know your people, to find out who they are and what they are about. Ask them questions about their job, their likes and dislikes. Try to find out what you can do to help make their jobs easier and what you can do for them to help make them more efficient and effective.
Don’t spend your time on your cell phone talking to friends and family. Don’t spend your time worried about your bowling league or your side business. Don’t fall asleep in the car sending the clear message that your employees are not really worth your time. All of these are real experiences I have encountered over the years with various upper level Executives.
Bottom line; get off your high horse. You can be the leader, but you still need to be a part of the team you are leading.
There are a lot of really GREAT leaders in the world! Why don’t they get as much attention as the bad Bosses of the world? Probably because they don’t follow the “if I yell loud enough and talk long enough, people will think I’m important” policy!
There is a big difference between being a Boss and being a Leader, the following quote by Russell H. Ewing says it best. “A boss creates fear, a leader confidence. A boss fixes blame, a leader corrects mistakes. A boss knows all, a leader asks questions. A boss makes work drudgery, a leader makes it interesting. A boss is interested in himself or herself, a leader is interested in the group.”
I have had the pleasure of working with two really great Leaders, John Rossler and Stuart Needleman!
John Rossler is Co-Owner of Pivotal Strategies. Johns’ past experience includes, CEO/President of The Picture Factory, President/CEO of Retail Ventures as well as President/CEO of Shonac/DSW.
Stuart Needleman is the Director at Phoenix Management. Stuarts’ past experience was as CEO/President at Corner Picture Framing, President of Compusa and COO at Casual Male.
What do these two great bosses have in common that makes them great? They have an uncanny ability to effectively communicate and deal with people, all people, at every level regardless of position. They may be above someone in position, but they are never above anyone.
They show patience, they guide and instruct the people in their organizations. They train people to do their jobs and they empower them to follow through. When you are reprimanded you thank them. They don’t yell and scream; they simply have a strict and direct conversation with you. If there is a problem they state it, ask for solutions, and then collaborate with their team to implement. They show concern for their employees, they get to know them. They want to know what they can do to make your job easier and make you more effective.
John and Stuart aren’t on TV; they don’t have a camera crew following them around. They just do what they know is the right thing to do. My thanks to both of them!
If you know of a Great Leader, send me their story! I would love to put together an article featuring more Great Leaders!
Your comments to this show are dead on- I saw both of those episodes as well and was also scratching my head at the lack of knowledge those two CEO’s had of their day to day operations in the companies. I think all CEO’s s/b required to spend a week in the shoes of their workers to gain a better understanding and ultimately appreciation of what goes on in the field. What my stores are able to accomplish on the payroll cuts we had experienced is phenomenal, and they still get it done everyday w/o complaining. I never forget what it is like to be on the front line; sadly too many executives do. Thank you for your wonderful insight.
Thanks John,
Definitely a good read, and something I believe in strongly. In fact, as I speak with prospective employers during interviews, this is a subject that is always touched upon, how involved I personally get with my team. Looking forward to future installments of your blog.
Thanks, Joyce
I absolutely love the concept of the show, much more than the show itself. I have been in retail sales and management for nearly 20 years now for very well-known companies and have experienced the frustration of “separation” all too often. One of the most frustrating aspects of the job is corporate implementations that are completely irrelevant or ineffective, simply because employees opinions and/or ideas were not considered, or tested first before being rolled out. I believe that top executives need to roll up their sleeves and work along side their people as a team, not just pointing out what they feel is in their best interest. This would create and promote a true “team” environment which would yield amazing results.
Great post John with many powerful points! It’s unfortunate that so many executives and managers forget that it’s the people that drive the profits and impact the bottom line as you mentioned. As the show demonstrated it doesn’t take much to have a positive impact on your employees. Show that you care by spending time with them. Ask questions, get to know them and understand how they make difference in your company. It doesn’t cost money, it just takes a little time. Time that is well worth it and will increase profits more than a new a policy or procedure ever would.
Thanks for sharing your insights John!
Kelly
Thank JB, It was a very sad show to watch as they (CEO’s) had no idea who’s actually working in the trenches for them and what they do for the company. What’s really sad, is the company’s they didn’t air due to the lack of “entertainment” but are probably just as bad or worse than the episodes we watched. No one is accessible anymore. Ceo’s are so far up on their ego they forget who really does the dirty work, and drive’s the increases day in and day out. I also remember John Rossler and thought he was a great example of a supportive CEO.
The entire situation is sad. The disconnect between management and the field makes me cringe. The “boss” is making decisions without any reference. My first question is how could they walk in unrecognized in the first place? Communication seems to be non-existant to or from the field. As far as the comment that the Hooters boss was surprised that it was all about the girls and not the kichen. Does this guy live under a rock? Does anyone believe that his reactions were genuine?
Hello John,
I hope the show will serve as a wake up call to all senior executives who are out of touch with their businesses. I love the concept of being a great leader vs just a boss which has served me well throughout my career. I would also like to add being a great coach as well. Your blog makes a good point that its the people that helps the buisness grow and be more profitable. I am the CEO of the building when I’m on duty and I never forget the people I lead is my most valuable resourse.
Thanks, Roberto
John,
I think your comment on the difference between a boss and leader are on target. From the executive end of the issue, I’ve been in management for many years. My philosophy has always been to never ask an employee to do something that I was not willing to do myself or have done myself. Working along side my fellow co-workers gave me a better understanding of what was truly needed to make it a successful business. I have found by using this approach many times the bottom line is better and the profit is greater not only from a monetary but a morale point of view.
I love the concept of Undercover Boss. I think in today’s environment it’s extremely important for leaders to actively get an understanding of what their teams on the “front line” go through to make their companys successful. The boss’ I have respected most and worked the hardest for truly made me feel that they understood and offered a true support system. That’s the type of leader I try to be everyday and I try to instill to those around me.
Undercover Boss was a show I was determined to dismiss as another Trump Apprentice type undertaking. With that in mind, I had planned to do other things while it was on, giving that first episode an occasional moment of interest because I hardly thought its content was going to hold my attention for any period of time.
As it turns out, the first episode was much more than I had anticipated. Yes it was edited for television, the best parts contained within the hour, more than we probably realize on the cutting room floor. And, for the record, I would have fired the Hooter’s manager as well. No, not in front of the cameras or other employees, but later in a more appropriate setting away from the general public and especially the rest of his staff. His immediate supervisor would have been there right along side him providing me with an opportunity of trying to understand how this type of attitude and action could have survived on the supervisor’s watch.
For better or worse, the show is raising more questions for me and how we run the place where I work than it is answering. As someone earlier suggested, nothing keeps an executive from being out in the trenches from time to time with the troops, finding out first hand what is going on, how things work, and most importantly, what impact multitudes of policies are having on the culture, ethics, and working environment.
Years of experience has brought gray hair and also the reality that most people are only too eager to speak up given the right forum on a personal level. While much of the information received has to be framed within its context, there is no escaping the ramifications of the day to day in the real world if an organization is going to advance towards its full potential. That is of course unless a senior executive allows themselves to become isolated in the corporate headquarters, killing off an occasional messenger of unwanted realities.
If this show never airs another episode, I hope that many eyes have been opened. In my part of the country, cracked foundations on homes are an ongoing concern because of occasional poor planning in dealing with the basics of soil composition. The same story can be written about business organizations when we ignore the foundations of the comany, division, store or operating unit, and focus the majority of time, attention or resources on what is happening above the surface.
Is this show going to become a landmark in management theory and practice? Not likely, but it is something that should already be on the minds of the senior executives, managers and supervisors who watch it, as well as the front line employees who are fortunate enough to work in a place where they can contribute to the organizational function without putting their jobs at risk.
So far, there has been some good take away for people at all levels.
Love the article! Pretty sad that they can even go undercover. I know some CEO’s that could never pull that off: Jim O’Donnell, American Eagle Outfitters, probably would be recognized everywhere; Kip Tendell of The Container Store commented in an article recently that he was asked to do it but knew he could never get away with it. Good stuff.
I love the concept of this show. When I think of all the boss’ I’ve had, the ones I still look up to and worked the hardest for were the ones that took the time to understand what my peers and I went through every day and they took that to heart. We’ve all had one leader or another that led with a heavy hand but never looked out side the numbers and really looked at obstacles, opportunities, and successes. These guys are definately getting an eye full out there on the front lines.
Perhaps the title of the show says it all….undercover. Seems to me that if communication is running both ways on the ladder (like it should) the boss would no longer be undercover nor would there be that need.
That brings us to a key leadership quality and maybe uncovers what is really broken.
John,
Your comments on the Undercover Boss Series were indeed right on the mark. Although I am glad to see this put out in the open, I often wonder why it is those kind of people who remain in the top spots of a company. Traveling the country with the uncaring, unknowing upper management was always the worst part of my weeks on the road. Seeing my employees grovel to please someone who couldn’t hold a candle to their integrity and work ethic, was beyond disgusting. Your new endeavor to educate those wanting and willing to listen is wonderful and I wish you the greatest success. I’ve worked with the best and the worst in the world of retail and I cherish the experiences of both. What to do, and what NOT to do! Continue sharing the positive!
The Undercoever Boss shows just how out of touch and uncaring top level can be or become, without a direct link to all avenues of the business units. Personally, I did not have those type of bosses; I was allowed to grow within the company, give a human touch when needed and still see profits with the blessings from a President and CFO. Keeping the roots for a good foundation of a company, that has had success, might just need to return in the future.
I totally agree with your assessment. It seems that as some people climb the corporate ladder they forget what they did to get there. They forget that a company is not built on money, power or advertising but built on people, those people are your face to the public. People who have feelings, families and lives outside of work. If more CEOs and top level supervisors remembered what it was like to be a line cook, or a dishwasher when they were younger, maybe there wouldn’t be as much turnover in the work place and maybe these companies would actually be more prosperous if their employees actually enjoyed their jobs.
Ironically, this show was coming on as I read your blog. I have referred to the show as a train-wreak and I found your comments completely accurate. After watching the first episode, I was reminded of my first position in Retail with Eddie Bauer. When the president of the company visited our Boston Area store, he was able to provide outstanding service and assist in ringing in customers, all of whom called him Rick (the name on his nametag). This man didn’t have to “go undercover” to operate his business.
I wish they would show the following program, when the co-workers who where in on the episode are confronted by their colleagues – “Thanks for setting me up!”
Thank you for your message.
I saw both episodes and I think that it is sad that there is so much disconnect between upper management and the field in both companies and we know by experience that it is the reality of almost every company. I hope that the show inspires other companies’ executives to do something similar but without the TV cameras just becuase they care.