No need to go undercover if approachable...

No Need to go Undercover if Approachable

 Better ways to find, learn, grow, advance

 Open to the exchange of ideas, solutions and feedback

   “Undercover Boss,” a CBS reality television program follows the heads of major corporations as they go “undercover” inside their own businesses.  Memorable episodes have included the CEOs of Waste Management, Hooters, United Van Lines and 7-11.

   This show allows the executives to find out what's really going on in their companies; it shows them that what they hear in the board room is not always what the employees think.  It allows them to find what is right, what needs to be fixed, and who the real heroes are of the company.

 Because the employees don’t know the identity of their undercover co-worker they are for forthcoming with their perspectives and opinions.  As a result, the bosses hear things they never would have learned: Ideas for how to do things better, opinions on the effects of policies, 

   The 7-11 CEO, Joe DePinto, for example, working a donut production line, learned the secret’s of how to keep pace with the conveyor belt—ideas he was able to pass on to others.  He discovered that stores could not get their outside lights fixed because of inefficient and unresponsive maintenance procedures.  He also found out why one store sold more cups of coffee than any other:  The manager, Delores, knew and greeted by name every customer who came in the store. 

   Going undercover is one way to hear a different perspective, exchange ideas, or gain feedback.  A better way might be to create and advance a culture that operates on the principle of leader approachability with openness to the exchange of ideas, solutions and feedback.

   LaserShip, in our developmental years operated around these principles; now as we become a very large company it is our responsibility to make sure the guiding principles of our success to not become a casualty of growth.  We want our leadership’s actions to demonstrate approachability, humbleness (“I don’t have all the answers”), willingness to receive and share the advice and experience of others, and the desire to examine their own actions, performance and results in order to improve ourselves and the company.

   We are celebrating in our 25^th year not only our longevity but also the ideas and principles that put us in our industry leading position.  The actions that support openness and approachability are:

v     Asking questions to learn and understand different perspectives before making decisions

v     Asking for feedback on our company, decisions, polices, procedures and results

v     Acknowledging limitations in order to gain from the strength of others

v     Being open and transparent in dealings with people at any level, inside and outside our organization, including colleagues, contractors and customers

v     Being reachable by anybody: I encourage my team members, peers and customers to contact me

v     Being receptive to and actively seek feedback on my decisions and performance from my subordinates

v     Demonstrating respect for the opinions and contributions of others

v     Using performance feedback as an opportunity to teach and motivate