undercover boss australia

Leader’s authenticity devalued by undercover formula

It has been interesting looking at Undercover Boss Australia to see what, if any, lessons can be taken and applied to leadership, communication and results.

In previous weeks, I have been able to take away a tip, a strategy or a flaw and use that to look at a broader area of organisational communication or strategy. This week’s episode has frustrated me.  Toga Hospitality CEO, Rachel Argaman took on a number of roles from housekeeping to kitchen hand to concierge in hotels and apartments within the Toga group.

There were certainly moving stories from employees who had experienced difficulties or significant life events. There were issues in the business with evidence that social programs, training and development opportunities were not consistently communicated or applied within some of the establishments. Plenty of fodder for discussion. But not providing a standout theme. Something just didn’t feel right.

What was missing? The CEO. Rachel was certainly present for the people she was working alongside. Her manner was open and inquisitive. One of the factors that makes Undercover Boss compelling (at its best) is understanding the journey of the leader as they discover challenges within the business.  Unfortunately, this element was absent from Argaman’s quest: she wasn’t really present for us, the viewer. What did she learn? What were her insights? What did she reflect on as a result.

Leadership Skills Australia undertook a review of readings on authentic leadership and distilled 5 common themes that consistently featured in the literature:

  • Commit to the truth
  • Know yourself well
  • Show self discipline
  • Show compassion
  • Be genuine

Argaman, a CEO with a strong reputation for her vision and team approach for the organisation, is an articulate believer in the power of authentic leadership, as she has demonstrated elsewhere in local news and older interviews.

Unfortunately in this episode, we were not given a sense of Argaman’s self-knowledge and awareness. It is a shame this aspect of her experience was not more apparent in the production.

http://apps.v2.movideo.com/player/flash/movideo_player.swf

Induction, undercover: lessons from Undercover Boss Australia Pt 4

For Ray Schliebs, the new CEO of Big4 Holiday Park, taking part in Undercover Boss Australia during his first week at the company was a chance to be inducted into all aspects of the business.

Undercover Boss Australia

Twitter suggests next series of Undercover Boss

Affable Schliebs comes to his first day the role with extensive experience in travel, tourism and hospitality. He is at ease with the employees at all levels and demonstrates an open rapport. Years of experience at the front line of travel has equipped him to be a good listener and to relate to a diverse range of people.

The first three months for an executive is a critical time. In that period, new leaders need to understand the organisation and set about achieving early success that will enable their subsequent agenda. Michael Watkins, author of The First 90 Days, recommends that new executives need to accelerate their learning. By going to a range of parks, Schliebs get to hear from the owners about what is working and what keeps them awake at night, important inputs to the strategic direction of the park.

How can leaders capitalise on being the new kid?

  • Introduce yourself. Managers and employees will interpret your comments, behaviours and decisions from the outset.
  • Get out and about. Starting in the company is a fantastic reason to see the operations. Start the way you mean to continue.
  • Ask open questions. What are you working on? How does that work? What has been working? What would you change? How can I help?
  • Listen. Then listen more.

As my mother would say, “You never get a second chance to make a first impression.”

The human face of organ transplant
Australia has one of the highest rates of success for organ transplant operations in the world, yet a transplant rate that is up to 50% lower than other countries. This episode of Undercover Boss included the story of Quentin, a Queensland park franchisee who has been able to continue a life with his family as a result of a successful transplant. For more information on organ donation, visit http://www.donatelife.gov.au/. Ticking the box is not enough, and Donate Life includes resources for you to discuss your wishes with your family.

Disclosure: I have previously provided volunteer communication services for Transplant Australia and currently for ShareLife Australia.

Lessons from Undercover Boss Australia 2. PR for a purpose, making surveys count, being interested.

I wrote last week that despite some flaws inherent in the ‘factual television’ format, there is a lot communicators and leaders can learn from Undercover Boss Australia. Episode one highlighted the benefit of finding opportunities to listen to employees.

Undercover Boss (Australia) is interesting for three reasons.

  • It has the potential to be good reality TV based on human drama and conflict (resolution).
  • It is a variation on the public relations approach of using factual TV as part of a campaign for awareness of the featured organisation (Airline, Border Security, RPA, etc). The first episode drew 1.3m viewers.
  • And it has the potential  to educate leaders and employees by showing a version of what occurs when an organisation’s operations and its leaders are able to communicate – what can we learn from their culture, choices and approaches.

Veolia Environmental Services’ Head of Operations, Peter Murray was the second boss to go through the process. Murray has over 25 years experience in the waste management business. His undercover experience included riding the garbage truck, sorting refuse for recycling, visiting a subsidiary where waste is converted to energy and working a landfill site. What did we learn from his experience?

When is a public awareness campaign not a public awareness campaign?
As an exercise in public awareness using the factual television format to cover issues for the  organisation, the Veolia episode was particularly effective. Operational efficiency and the employee safety depends in part on households and businesses taking care in how they sort their rubbish from their recycling. This message was illustrated dramatically when the recycling sorting line had to be shut down because of non-recyclable materials, and through the fears of sorter Rachel that she may suffer a needle-stick injury as a result of incorrect disposal.

Getting the most from surveys
In preparing to go undercover, Murray cited responses from a recent employee survey including the comment “The management team does not know what problems staff face in their working lives.” He uses the undercover experience as a way to make real the issues and concerns that have been raised through the survey process. This approach is a valid way of drilling down to the issues that cause the most concern and frustration for employees within organisation. Murray demonstrates the end-to-end approach required for effective use of employee feedback and surveys for them to be an effective driver of engagement, trust and business improvement.

  • Use employee surveys as a barometer
  • Conduct further qualitative face to face discussions to understand the issues
  • Involve employees in developing solutions
  • Reward contribution to solutions (not just participation)
  • Communicate about the actions taken

Constructive leaders show genuine interest
In the reveal, Murray’s feedback to his employees is based on having listened authentically to their circumstances, and the choice of rewards in recognition of their service and participation reflect a genuine interest in them.

Human Performance consulting firm Human Synergistics describe these constructive leadership behaviours as ‘humanistic encouraging’ (focussing on the potential of people, providing support and encouragement) and ‘affiliative’ (developing and sustaining relationships). Their research with a range of organisations demonstrates the impact constructive leadership behaviours have on the overall culture and subsequent sustainable performance of an organisation.

Next week: Will the Boost Juice boss discover just how loud the crews play their music when they are cleaning up?