“Undercover Boss,” a compelling show on CBS, and a two-time Emmy winning show, presents a fascinating concept: CEOs disguise themselves as frontline employees to gain insight into their organizations’ real-world experiences. By blending into the workforce, they aim to uncover the unfiltered truth about day-to-day operations, revealing issues that standard management approaches might overlook. These human stories highlight the often arduous challenges employees face, fostering empathy, enhancing leadership and hopefully leading to improved decision-making and workplace culture.
However, I’ve often wondered how much these brief undercover experiences truly capture systemic issues. The presence of a camera crew can create an environment of suspicion, and the situation itself can feel artificial. Even a covert leader can inadvertently alter employee behavior, resulting in a skewed view of daily operations. In the end, the resolutions presented often seem more like temporary fixes or feel-good gestures, focused on a handful of employees rather than addressing deeper structural problems. You’re left questioning what the “after story” looks like—did that experience lead to lasting change, or does it fade away once the cameras stop rolling?
That said, there are genuine emotions and real stories that go beyond mere entertainment. In one memorable episode featuring Mitch Modell, the CEO of Modell’s Sporting Goods, donned an oversized walrus mustache and transformed into “Joey Glick,” a worker inside the company’s warehouse. In the show he connected profoundly with a struggling warehouse worker, witnessing their daily challenges firsthand. Moved by the employee’s determination, Mitch offered immediate support, arranging for training and resources. While the long-term impact is open to debate, this moment exemplifies authentic, empathetic leadership that truly values and uplifts frontline workers.
Grounded Leadership
You don’t need to don a fake hairdo or mustache to understand what’s happening on the frontlines. Here are four effective ways leaders can get grounded with the real, lived culture of their organizations:
1. Value Frontline Insights
Frontline employees offer unique perspectives on customer needs, operational challenges, and workplace culture. They are often the first to notice problems or opportunities for improvement. Research from Gallup shows that only 1 in 4 employees feel their opinions count, underscoring the significant impact frontline insights can have on overall success.
To truly gain value from these insights, leaders need to spend meaningful time in the field—not just as a formality, but as a core part of their development. This is especially crucial for new leaders or those stepping into senior roles. There’s no substitute for hands-on experience, whether in customer service or other frontline positions. Even Jeff Bezos started by flipping burgers at McDonald’s—a job he credits with teaching him valuable lessons about how the frontline truly operates.
Recommendation: Leaders should dedicate at least one day a month to work alongside frontline employees. This could involve shadowing staff, participating in their daily tasks, being “reverse mentored” or simply having meaningful conversations during breaks. Instead of traditional meetings, consider hosting a “lunch and learn” where leaders and employees can share insights in a casual environment – typically in an operational setting like a branch or a store. Additionally, require key experiences, such as short frontline stints, as a prerequisite for promotions and advancements.
2. Immersion Over Observation
Genuine customer and market immersion is vital for leaders. It involves not just observing operations but actively participating in them. This hands-on approach allows leaders to understand the nuances of the business and the customer experience.
I recall a healthcare administrator who realized she needed to connect more deeply with her staff. After attending a conference on employee engagement, she decided to spend three days working in various roles within the hospital, from nursing to patient services. This immersion allowed her to experience the daily challenges faced by employees and understand how their work directly impacts patient care.
On one of the three days, while helping at the front desk, she witnessed the frustration of patients waiting for long periods. This firsthand experience inspired her to collaborate with the team to streamline the triage process, ultimately improving patient satisfaction scores. She learned then that true engagement comes from understanding the realities of frontline roles.
Recommendation: Implement “role-swapping” days, where leaders take on frontline positions for a day. This fosters empathy and encourages open dialogue about operational challenges and customer needs.
3. Build An Extended Leadership Team
Creating an extended leadership team that includes voices from all levels and functions is crucial. Diverse perspectives lead to more innovative solutions and a stronger organizational culture. When leaders actively seek input from frontline employees, they demonstrate that every role is valued and essential to the organization’s success.
During my work with a banking executive, we discovered that the HiPo (high-potential) program primarily targeted individuals in corporate roles, neglecting talented branch employees. After discussing the importance of operational talent, the leader revamped the program to recognize high-performing tellers and branch managers, offering them mentorship opportunities and pathways for advancement.
This shift not only strengthened the leadership pipeline but also improved customer service across the branches, as employees who were once overlooked began to take on leadership roles. The executive learned that including diverse voices in decision-making leads to better organizational outcomes.
Recommendation: Hold monthly “idea forums” or “hackathons” where employees at all levels can present their suggestions directly to senior leadership or worked collaboratively on pressing business issues. These structured events encourage frontline staff to share their insights on operational improvements, fostering a culture of inclusion and innovation. In a culture-building workshop I once led, a retail CEO invited a cashier and a janitor to join the discussion. Their firsthand insights were invaluable in shaping a culture that resonated with both employees and shoppers.
4. Move Beyond Superficial Listening
Listening tours can be a good first step, but they can become superficial if not approached thoughtfully. Leaders need to go beyond simply collecting feedback; they must actively engage with employees and demonstrate that their input matters. This requires creating a culture of open communication where employees feel comfortable sharing their thoughts.
True listening involves more than just hearing words; it’s about understanding the emotions and experiences behind them. Leaders should practice active listening techniques, such as reflecting back what they hear and asking clarifying questions. This approach shows employees that their perspectives are valued and encourages them to share more openly.
A leader I worked with in the technology sector knew that listening tours was the answer to why his engagement scores were declining. After conducting a series of listening tours, he realized that many employees felt their concerns were not being acted upon. It wasn’t the survey, it was the subsequent action planning. To address this, he implemented a monthly feedback loop where employees could see how their suggestions were integrated into company policies. This transparency fostered trust and led to a more engaged workforce.
Recommendation: Create an “employee feedback dashboard” that tracks suggestions and shows progress on implementation. This visual representation serves as a constant reminder that leadership is committed to listening and acting on employee feedback. Importantly, don’t use surveys to replace conversations. Direct feedback in townhalls or team huddles are like gold-dust.
Show Yourself
After watching countless episodes of Undercover Boss, I’ve realized that while the show is framed as a way for leaders to gain insight into their companies, the most powerful revelations are often personal. These executives don’t just uncover hidden truths about their organizations—they discover a great deal about themselves.
As Mitchell Modell put it after his experience on the show: “One of the things you always wonder about is what your employees are really thinking and what their days are like. It was a great education.”
This kind of self-awareness doesn’t come from boardroom meetings or strategy sessions—it happens in the aisles of stores, the back offices of branches, and the bustling corridors of hospital units. And that’s what makes it truly invaluable.
Listening to frontline employees is not just a nice-to-have; it’s essential for effective leadership. But it’s equally important for leaders to show their strengths and be authentic in these interactions. When leaders share who they are, including their vulnerabilities, they create a more genuine connection with their teams. Leadership is not a performance; it’s about being real. By demonstrating vulnerability in frontline interactions, leaders signal that while they may hold positional authority, they are as much a driver of organizational success as the frontline employees they engage with.
Being authentic means getting rid of outdated protocols and truly being who you are when you engage with frontline employees. This openness invites trust and fosters a culture where employees feel valued and heard. When leaders step into the field, they should be visible and authentic, showing not only their authority but also their humanity. This creates a space where employees feel comfortable sharing their insights and challenges, knowing they are speaking to someone who understands and cares.
So, let’s take action. Start today by stepping out of the boardroom and into the world of your employees. Listen, engage and act. It’s time to truly connect with the heartbeat of your organization. By doing so, you’re not just performing leadership; you’re building a more resilient and empowered frontline workforce ready to tackle challenges and seize opportunities together.