Lessons from an Undercover Boss

What We Learn from an “Undercover Boss” (article by Catherine Loudon)

While I’m usually opposed to watching “Reality TV”, I couldn’t stop my curiosity last night with the season premiere of “Undercover Boss”.  In this episode, Rick Tigner, President of Kendall-Jackson Wine Estates, goes undercover in the front line roles of his organization.  In watching, I realized he was identifying many issues organizations have with managing employees.

Without giving away the episode, let’s talk about what Rick found, and more importantly, the decisions he made as a result. 

First, the recognition that he had a very diverse workforce in the most important area – the vineyard.  They couldn’t communicate because they don’t even speak the same languages.  Did he decide to change hiring practices to make sure everyone spoke English?  No, he provided $50,000 for corporate language training to teach both English and Spanish.  He valued and recognized the importance of recognizing both languages and enabling his employees to grow and develop.  He also committed $50,000 for development of a leadership program- offering the chance for employees to develop a career with Kendall-Jackson.

The second experience for Rick was a considerably rude, foul-mouthed driver who was clearly anti-team Kendall-Jackson.  Rick was clearly upset about the lack of customer service and corporate loyalty.  My money was on Rick firing the employee at the end of the episode.  Imagine my surprise when instead, he did what we all want strong leaders to do- he recognized that the individuals driving trucks are typically isolated from the business side of the organization.  He pulled the driver and put him into an office.  To his surprise, the driver adapted well and even recognized an opportunity for process improvement that was adopted by the entire organization.  Rick saw an opportunity to expand the knowledge of an individual and provide more insight into the importance of his role.  He could have easily terminated employment based on standard policies/performance, which many of us HR professionals probably would have supported.  Score one for Rick!

His final two experiences brought Rick the realization of how important it is for leaders to understand the core functions of their organizations.  The importance of knowledge and recognition for all roles hit home for him with a 20-year employee.  Everyone needs to understand the value they bring to the organization and be thanked for all they do.  Companies spend a lot of time and money on gift cards, recognition programs, etc.  What leaders need to do is understand what motivates an employee.  Is it simply a “thank you”?  Is it a leader who is present, “visible” and pitches in?  Is it acknowledgement through company benefits that allow some work/life balance?  All of these are options leaders need to embrace.  He also reversed a key company decision made a few years before- ending the 401K program.  He saw the impact this had on the ability for his employees to feel rewarded and recognized.

The bottom line for Rick, and other leaders, was to make sure they start with hiring the right people and have a culture that promotes development and recognition.  Some tips:

  • Hire individuals who have personal motivators and behaviors that match the culture of the organization.  Technical skills are much easier to teach than behaviors!  Assessments are great tools to help with identifying individual values, behaviors and motivators.
  • Embrace a leadership philosophy that ensures you never get too far from understanding the value of the front line roles.  Be visible, be present and engage regularly with the workforce.
  • Embrace development and growth for your employees. When employees see the opportunity for a long-term career where they are valued, their engagement, performance and loyalty will follow.  Use succession planning and results-oriented performance management programs to enhance employee development.
  • Recognize the value each person and role brings.  Make sure they have opportunity to learn more about the value they have on the organization.
  • Actively ensure your benefits/rewards program meets the needs of your organization, including the employees. 

One other item that took me by surprise- how easy it was for the Rick to simply color his hair and put on a fake beard and be unrecognizable to his workforce.  Even undercover, strong leaders should be identifiable!

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