Generally, the manic “reality” television programs on the air these days don’t make it into my praise file.

Amazing Race is kind of fun and I’ll breeze in and out of shows like American Idol and Dancing With The Stars just to get a glimpse of what millions of other people are watching. However, most reality shows are just empty calories or fructose for the feeble mind. They fill up your time, but always leave you unfulfilled.

From a leadership perspective, however, two new shows have popped up on the tube this spring that deserve some added attention: Jamie Oliver’s Food Revolution and Undercover Boss.
(Since Oliver’s show is just underway, it’s the latter I want to share some thoughts on today.)

In this first season, there were nine Undercover Boss shows aired. Waste Management, Hooters, Seven Eleven, White Castle, Churchill Downs, GSI Commerce, Herschend Family Entertainment, Roto-Rooter and1-800-Flowers.

Don’t panic, I am not here to do a recap or critique of the show itself, there’s plenty of comments on the Internet both good and bad. I just want to shine a light on a few leadership lessons we can all learn from the main premise of the show as well as some of the participants.

Many of my colleagues have beaten me to the punch with their observations. However, I wanted to see where the show was going before I tossed out my opinions. Would it be relevant or would it bend to the vagaries of television and begin to “celebratize” it ala the Donald Trump nonsense?

As long as you keep in mind that it’s a TV program trying to entertain millions, my sense is…so far so good.
If you have not tuned into the program, let me highlight what the fuss is all about.

Each week, a different CEO or senior level corporate chieftain sheds his (all men so far) title, corner office and pinstripes to go “undercover” in his own operation. The idea is to examine the inner workings of their company. They get to observe first hand how their decisions ripple down to others and where problems lie that would go unnoticed without their presence. They find themselves up close and personal with the good, the bad and the ugly. Each week there is at least one unsung hero and usually one hard-ass employee who should be shaken not stirred.

A weakness, from my viewpoint, is that they share this “pirate” excursion with their top executive team while heading out the door. It would be preferable if they did not share this adventure with anyone.

Yes, there’s a lot of drama and editing that happens. However, I’ve also learned, since the first episode, that the camera crews are in place well before the disguised employee shows up and the “we’re shooting a documentary” cover for the crew seems plausible. I do wonder how this will work in future seasons.
Cynics find the whole thing a scripted charade of real life. (Watch them yourself and make up your own mind.)

So what’s the key leadership lesson? Get off your perch!

Over the years, I’ve suggested to clients that regardless of the rung on the ladder of success they find themselves perched upon, they need to stay firmly in touch with their organization’s reality. However, they don’t need to go undercover to experience it.

Too many “titled” leaders suffer from memory loss caused by separation from the day-to-day. It’s almost as if the Men in Black wave their magic wand with each promotion.

To stay in touch, go do the work. Don’t just go watch for a few minutes and then rush back to your corner office to brag about how it felt “in-the-trenches.” Plan to spend time with the work and the people who are doing the work, day in and day out.

With that in mind, and setting aside the “drama” aspects of UB, here are seven lessons we can all learn from Undercover Boss:

1.       Passion: Each week, the CEO in question seems to have their passion gear kicked up a notch or two. Only time will tell if that was only for the camera. What is obvious is that many of the employees in relatively low-level positions are very passionate about what they do and why they do it. From the fellow who cleans portable toilets at Waste Management to the Duck Boat Captain at Herschend, their energy radiates from the television. Is this you? Does the passion for your job radiate to others in your group or organization? If not, why not? Perhaps it’s time to do your own reality check. Leaders at all levels care about what they do. If you’ve lost that loving feeling around your work, perhaps it’s time to go undercover with yourself to reflect on the choices you’ve made and what you need to do next to re-spark the flame. Be sure to write your responses down. Mull over them often, especially during moments of frustration.

2.       Presence: Going undercover appears life changing for these corner office commanders. Even this short time in the trenches helps them grasp that the gap between their beliefs and behaviors has grown too wide. They find themselves reflecting anew on what their company stands for and why. They scratch at their core values to relieve the itch. Finding themselves in awkward positions in the presence of a truly authentic employee who is dealing with severe issues in life, they finally seem to listen. Are you listening? Leaders are always in listening mode. They ask questions as teaching opportunities. Those questions allow them to open up a new credibility path so others don’t just follow, but eagerly join.

3.       Voice: When the CEOs return to the boardroom after their week long excursion they appear to have changed. They are full of energy and ready to share their new understanding with their executive team. It seems they have discovered their voice once again. They left the comfort of the cerebral and ventured into the beating heart of the organization. Their story seems to have shifted from demanding quarterly results at all costs to transforming lives. Their employee’s stories about overcoming adversity offer them a new frame in which to look at their company and their own lives. Where’s your voice? Do you speak from the heart or the head? Real leaders balance the two so everyone can see the positive future and everyone’s role in it. This balance attracts and invites others to be an enthusiastic part of what’s next.

4.       Action: Whether it’s the aforementioned toilet cleaning or the bun-breaking bun making at White Castle, the CEOs are elbow deep in their new work. They find themselves side by side with where the work is and how it affects both customers and employees alike. Have you rolled up your sleeves lately? Have you jettisoned that limited thinking that keeps you in the middle of muddle? Leaders understand that sitting and talking only goes so far. Whether it’s picking out jockey silks or picking up after a champion horse, the doing takes you past the finish line. Grab your shovel and question everything. Your efforts, like the employees on UB help their senior leader, should assist others in seeing obstacles as opportunities.

5.       Service: Undercover Boss is actually a misnomer. It should be Undercover Servant. Real leaders know that their work is to remove obstacles and provide resources so the work can be done. Servant leadership, as a frame of reference, has been around since the 70s thanks to Robert Greenleaf. However, real leaders have understood the concept for centuries. Do you honor those who work with you with your respect? When you recognize and reward, is it personal or perfunctory? When undercover, the UB chief connects with each person at a visceral level. It is at that place that true understanding begins. When the people you work with today, talk about you 20 years from now, what will the topic be about. What will your legacy be?

6.       Evolve: Near the end of each show, the tears flow from the CEOs eyes. Are those salty drops a sign of real change or just a moment of television drama? Only time will tell. However, it’s not about the tears or the fears. Whether you are undercover or out in the open, each moment brings us the possibility to choose a new approach…a new way to live. Leaders are always trying something new and encouraging others to do the same. Have you developed a few stretch marks along the way? Leaders are learners and attract other learners to them. Together they change the workplace and the world.

7.       Demonstrate: Embrace the above lessons in every moment of your day. It’s easy and you don’t have to go undercover. Just engage with my simple, but effective The Four Commitment Questions™: “What Can I Do More Of? What Can I Do Less Of? What Can I Start Doing? What Can I Stop Doing?” Commit to this new way of living. Without commitment, nothing changes. Not you. Not them. Nothing.

Finally, another lesson from Undercover Boss is that we all need to ponder our connection to each other. We need to understand how our decisions ripple, harmfully or helpfully, into the lives of others. Whether forcing people to pee in a can (Waste Management), eat beans with no hands (Hooters) or, as most of the episodes conclude with, encouraging the choice to give it all we’ve got and live the life of our dreams.

Leadership is a choice. Have you chosen it today?

Robert H. Thompson is the author of The Offsite: A Leadership Challenge Fable.

You can reach him at Robert@leaderinsideout.com and subscribe to his Leadership Path newsletter at http://www.leaderinsideout.com