CBS TV’s new reality series “Undercover Boss” has quickly gained popularity for the way is resonates with America’s workers.  The show follows CEOs of expansive companies such as 7-Eleven and White Castle as they join the front lines of their workforce.  While undercover, the big boss is often surprised to find themselves challenged by learning deceptively simple tasks like packaging boxes or cleaning offices. 

While each episode highlights the positive and negative aspects of front-line operations, there is usually an emphasis on seeking-out and rewarding a company’s unsung heroes. The show often profiles an outstanding employee who takes pride in their work and gives 110%, even it their job is as underappreciated as cleaning pit toilets or loading a delivery truck.  It drives home the fact that every employee has something to offer and every job has a level of excellence to be pursued. 

In the hustle of the workday it’s easy for coworkers to forget these truths. Instead, coworkers and their contributions are taken for granted. Instead of displaying empathy, listening, and trying put themselves in another’s shoes, fingers are pointed and gripes are spread.  This can be particular frustrating when cross-departmental collaboration is involved. 

For example, we recently worked with a local Arizona cabinet-making company.  The business includes very diverse functions from making the product, installing it, selling the product and managing orders.  Each department relied on the other for success but were hindered by an inability to overcome differences in communication and work styles.

Professionally-run corporate team building events can utilize business simulations to address these issues. We set up activities that utilize props and metaphors to recreate a business situation then assigning team members to roles that may be out of their comfort zone.

Of course it’s impossible to fully mimic the actual workplace, but games can effectively be used to create a chaotic work-like environment.  Then you mix up functional roles or leadership positions to get participants out of their comfort zone.  Now they are thinking about the challenges faced by this new role and what they need from others in order to succeed.  Take that back to the office and the foundation for change has successfully laid.