Undercover Boss: what your team will teach you when they think no one is watching

There is a new reality TV series about the company CEOs going undercover in their organizations to learn what goes on at points closest to the customer. In the process, the CEO is introduced as a new employee who is in training for an entry-level position. Each CEO spends several hours at various locations and interacts with myriad employees. Generally, the CEOs learn potent lessons about the great people who work for them: they meet average men and women who labor to pay the mortgage, save for college, or buy their kids' books for school. The stories have been enlightening and filled with hope, from both the humanistic and business perspectives.

In a world where we hear about violence, apathy, and resentment in the workplace, this television series portrays inspiration and possibility. It reveals employees who care deeply about customer service, their fellow employees, and the organizations with whom they work. It also shows leaders what happens when they completely shift their attention away from shareholder value, quarterly profits and other executive responsibilities, step back and view the organization through the eyes of the employees who deal with customers day-in and day-out.

When was the last time you dug in at the front lines of your organization? Regardless of the gimmicks inherent in reality TV, the notion of being in touch with employees at the point of customer connection has profound merit. We strongly encourage you to walk, drive, or fly around and see what is going on at the front lines of your organization. You may be pleasantly surprised when you meet the men and women who are advocates for your organization. No doubt, you'll be inspired by their stories! And you'll have experiences which will refresh your thinking, policies, systems and commitment to the great organization that you lead. It's going to shed new light on quarterly earnings and shareholder value.

Are you REALLY a learning organization?

Learning is gaining the ability to do something in the future that cannot be done now. While learning may begin with acquiring knowledge and skills, you have not actually learned anything until you've accomplished your goals and achieved the new, qualitative and quantitative outcomes you desire. To be a learner, you must behave with confidence and humility. You must have a strong sense of self and self-awareness. You must be willing to be vulnerable in the face of challenge.

Nearly 20 years ago, when he wrote the seminal business book, The Fifth Discipline , Peter Senge hit the nail on the head when he said,

"...for a learning organization, it is not enough to survive. ‘Survival learning' or what is more often termed 'adaptive learning' is important--indeed, it is necessary. But for a learning organization, 'adaptive learning' must be joined by 'generative learning'--learning that enhances our capacity to create."

Today, the "learning organization" is still a great idea, but most organizations haven’t made it a reality. The trouble is, most organizations say they're learning organizations... but their strategies, systems, day-to-day actions and results say otherwise. It's that sense of self and self-awareness and that willingness to be vulnerable that often stymies organizations. 

If organizations and the people who work within them fall into reactive patterns (which, we almost always do); if we operate from a place of fear (which, many times, we do); if we see ourselves, our colleagues, our leaders and our patients or clients as cogs in a wheel rather than the wheel itself (which happens, a lot); we are not part of a learning organization. We find ourselves dwelling in the past, looking back as if that might change an outcome, rather than looking forward and generating a different future. …After all, remember, the definition of insanity is expecting a different outcome without changing our current approach.

So, are you really a learning organization?
Test yourself. Answer these 10 questions. 
Then scroll to the end of the quiz for feedback and discussion.

 

As you take the quiz, check yourself. 

Would your colleagues, clients and supervisor also agree with your responses? Why or why not?

1. Which one of the following statements seems the most true about you?
a. I often make the same mistakes over and over again.
b. I never make the same mistake twice.
c. I believe the adage, if at first you don’t succeed, try again.
d. I’m afraid of failure, or that others may perceive me as a failure.

2. Which one of the following statements best reflects your philosophy?
a. I believe necessity is the mother of invention.
b. If it isn’t broken, break it.
c. If it ain’t broke, don’t fix it.
d. I’m most comfortable sticking to what I know.

3. Which ONE of the following statements best reflects your experience in meetings?
a. We absolutely stick to our agenda in our staff meetings.
b. Our staff meetings are usually informal or loosely organized.
c. People at staff meetings aren’t fully engaged; I notice them working on their Blackberries on their laps.
d. People are prepared for meetings; we regularly engage in lively discussions where new ideas and open feedback comes through.

4. Which ONE of the following statements best reflects your preferred meeting style?
a. Since I called the meeting, I tend to do most of the talking.
b. I prefer a clear agenda, and I like to stick to that agenda.
c. I prefer a clear agenda, but I’m willing to deviate from the agenda if the team brings up related, tangential ideas.
d. I usually don’t hold team meetings; I prefer to talk with my staff one on one.

5. Which ONE of the following statements best reflects your style for handling uncertainty?
a. If I don’t know the answer, I’ll make an educated guess.
b. If I don’t know the answer, I won’t admit it.
c. If I don’t know something, I’ll say so and try to find the answer.
d. If I don’t know something, I’ll say so, and usually I’ll let it go.

6. Which ONE of the following statements best reflects your comfort level?
a. My team can handle tough situations, and they know when to get my input.
b. It’s my job to be 100% in the know; I want to be on top of everything.
c. Even though I trust my team, I need to have all the data at my fingertips, all the time.
d. I prefer my team to come to me before they make any decisions.

7. Which ONE of the following statements best reflects your perspective?
a. With few exceptions, I’m looking for immediate results.
b. If the solution isn’t immediately clear, I’m comfortable giving things a little time to shake out.
c. Partial answers just aren’t good enough; there’s too much at stake.
d. If a partial answer is the best answer we’ve got, I’ll be okay with that.

8. Which ONE of the following statements is most true for you?
a. I can sit through silence without discomfort.
b. Generally, I'm uncomfortable with silence.
c. When there's a lull in conversation, I often feel obligated to say something.
d. I think, "silence is golden."

9. Which ONE of the following statements is most in alignment with your organizational practices?
a. We support continuing education, but it has to happen on our employees' own time and dime.
b. If they meet certain criteria (i.e. achieve a specific GPA, have been with us for X amount of time), we will reimburse staff members for some or all training related to their current position.
c. We support professional development by offering valuable training programs and reward systems.
d. We invest in professional development because we see it as a strategic lever affecting our future success.

10. Which ONE of the following statements best reflects your own relationship with professional development?
a. I am up to date with all of my certifications and credentials.
b. I look for diverse learning opportunities that will stretch my capabilities, yet bolster my strengths.
c. I like to take classes or seek learning experiences outside of my professional discipline.
d. The last time I took a course was in college.


And now for some discussion... Click here.

What would you rather be, a novice or an expert?

We like being the expert. More often than not, our expertise is tied to our self-esteem and, to some degree, our earning power. We like feeling like we have everything under control. We think we know just what to do. But when we approach a situation with an expert’s attitude, we stand before closed doors. We are slaves to our fixed views, which may or may not have any significant bearing on the current situation. Our expertise can often taint our view of the current situation.

Ask yourself, in what situations does expertise suggest certainty? Control? Competence? Sheer comfort? Complacency?

Then ask yourself, are beginners powerless or open to possibility?

“In the beginner’s mind, there are many possibilities,
but in the expert's, there are few."
- Shunryu Suzuki-Roshi, Zen Master

Assuming the role of a beginner is a difficult thing to do. Especially when we have rich experiences behind us. Not only do we wish to be in the know, we also want others to see us that way. Often, that is how we advance in our professions and gain ground toward our goals—we appear to be experts. But, even experts can (and should!) be a beginner. Being a beginner doesn’t mean you have to give up control. It simply means you’re willing to learn, to consider fresh perspectives, to observe and to seek deeper, more valuable knowledge.

Being a beginner also means letting go of our desire to look good, and that letting go makes us vulnerable. It can threaten our self-assurance and self-esteem. That's why people who are most comfortable in their skin also have the emotional capacity and cognitive drive to be a beginner, to move through the challenges of learning and re-learning, then advance once again into mastery.

Who has time to be a beginner? When time is money and money is a significant measure of results, it’s difficult to give yourself (and your team) the time and the resources to “look again.” But, if the situation gave you pause and merited your attention in the first place, why cheat yourself with a snap decision? Instead of assuming the role of the expert, let go of your preconceptions and the idea that “I’ve seen this before.” Make space in your calendar. Make space in your mind and your heart. Renew your commitment to yourself and your team and say, “I’m open to learning more.”

Further Reading: Zen Mind, Beginner’s Mind by Shunryu Suzuki