By accident I started watching the new show “Undercover Boss” on CBS. It was introduced as a reality show and I have to admit that reality shows are usually a waste time for me and I try to avoid them as much as I can. But in this case the premise intrigued me – the show previews pulled me in because it seemed to offer something new.
The premise of the show is about CEOs working undetected among the company’s employees in a number of locations around the US. In the first episode, Larry O’Donnell, the President and C.O.O. of Waste Management, comes across as a good person. Immediately, I wondered how the show would uncover some of the kinds of problems that occur inside many organizations. More importantly, I was curious to see if many of the issues that take place would be addressed or if they would be edited from the program.
To my surprise, the undercover boss was genuinely committed to discovering how his organization operated and what it was like for his employees who toil daily within the waste management organization.
His first job was at a recycling center. He was introduced to the lead who provided job orientation and was precise in describing what was expected of him. She was also very calm and supportive. The job required that he stand near a conveyor belt as paper, cardboard and other debris passed by at high speeds. O’Donnell was overwhelmed by his task and wasn’t feeling too confident about the job. The lead remained supportive even though O’Donnell accidentally allowed some debris to get caught up along the conveyor belt and cause the equipment to break down. While they were having lunch, more personal discussions took place between them. He discovered how challenging it is to be in that work environment and how a number of rules intended to manage time created unreasonable consequences for employees. The productivity standards created extreme stress on the lead employee and were not only unfair but against HR procedures. At the end of the shift, O’Donnell was exhausted and complained that every part of his body was aching.
At the next site, O’Donnell was responsible for picking up trash that was blowing up a hill under very windy conditions. His supervisor gave him instructions and told him how to go about doing his job. The supervisor was firm and fair and reminded the undercover boss that he needed to work faster. His technique was not working and the trash flew out of his bag as quickly as he put it in. The undercover boss and the supervisor took a break for lunch, at which time O’Donnell began asking the supervisor about himself. With a little prodding on O’Donnell’s part, the supervisor shared the he suffered from some health problems and had to go to the hospital three times a week for dialysis. Later, in a memorable scene, the supervisor respectfully tells the undercover boss that he is not suitable for the job – O’Donnell reveals that this is the first time he had ever been fired from a job.
At the third site, the undercover boss partnered with a driver and was responsible for cleaning out portable toilets in a carnival parking lot. They had to clean fifteen to twenty toilets under some very rigid time constraints. The truck had a big tank on it and their job was to suck up all the sludge from the toilets and scrub the urinals and floors. It was clearly an unpleasant job, but the employee had a positive attitude that really influenced the undercover boss. He was amazed that someone who had such an unpleasant job could have such a great disposition.
At the fourth site, the undercover boss worked at a refuge site with an employee who worked with diligence and speed. In fact, it appeared that she was doing the job of two, maybe even three people. She was thorough and positive as she multi-tasked with supreme efficiency to perform her duties, even though it was obvious that she was not getting compensated for her exceptional performance. O’Donnell learned more about the employee when she warmly invited him to her home for dinner because she knew he was staying in town by himself. O’Donnell learned the she had lived a hard life filled with health challenges and that she was going to lose her house. He also discovered that she was the main provider for her husband and daughter and was additionally supporting her father-in-law and brother-in-law and his wife because they were all devastated by the current economic problems. The next day O’Donnell spoke with the local boss to request that the employee be promoted. He made it clear that this woman needed support and that he felt it was unfair that she had to work so hard because the company was lacking adequate employees.
His last stop was in Syracuse, New York where he was working with a woman who drove a garbage truck. Their job was to pick up three hundred trashcans between the two of them. As they engaged in conversation, it was revealed that this employee felt overly stressed out by the productivity schedule. It didn’t give her much freedom to connect with the customers or even to use the restroom. The undercover boss was deeply upset to discover the she had to relieve herself in a little can that she kept in the bin; when he asked why she didn’t use the facilities, she said that she didn’t have enough time to do so because she would get off schedule, which had a negative impact on the productivity chart.
After completing his undercover work, O’Donnell flew back home with a strong determination to make some changes. He realized that some of the initiatives he pushed regarding productivity and cost-cutting were not working and in fact were counterproductive. He was upset that the employees were working under such negative work environments, such as the driver who was forced to pee in a tin can because there was not enough time to use the facilities and remain on schedule.
The undercover boss called all five of these employees to the headquarters. All the employees who worked with the undercover boss didn’t have a clue that the trainee was actually the C.O.O. of the company. None of them knew where they were going or why. It was apparent while they were being interviewed that some of them were worried. He then met each of them individually and asked them if they knew who he was. In all cases they remembered him and called him by his name. He revealed that he had gone undercover to find out how to be a better boss, how to run a more efficient organization, and to learn more about his employees who worked on the front line.
He admitted that some changes had been implemented that he realized were not good for the company or the employees. He promised that he would do things differently. He also asked a couple of employees to participate on task forces and help the company make improvements. He was very impressed with two employees and asked them to take on some additional roles, one as a motivational speaker for employees and the other to help develop programs for ill employees.
The boss was extremely surprised by his experience on the front line. He felt that his time with the employees was a once in a lifetime learning experience and that it would make him a better CEO. He was touched by the interactions with the employees; all five employees had treated him with respect and offered comforting words and support while they trained him, even though their jobs were difficult and unpleasant and some were suffering from personal problems. He was impressed by his employees and dismayed that some of the organizational practices killed their spirit.
As a consultant who works in organizations and interviews hundreds of employees, I’m often exposed to their stories. There are a lot of exceptional employees who are committed to their jobs and have positive attitudes while working hard in organizations. Sadly, many of these employees’ voices are rarely heard. In “Undercover Boss,” the C.O.O. had a chance to experience the work environments of his employees firsthand and learn important information about his organization, work conditions, and his employees. Fortunately, when given the opportunity to walk a mile in his employees’ shoes, the undercover boss was receptive and empathetic towards his employees and showed impressive self-awareness as a boss.
“Undercover Boss” is a remarkable show. I highly recommend it, particularly for people who work in organizations. It is a rare case where television offers the viewer an opportunity to gain some great insights. In this case, the audience shared in the insights of the undercover boss and saw firsthand how it benefited him, his organization, and his employees.
If you would like to view the full first episode of Undercover Boss, just press this link: Undercover Boss.
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