![]() "I would love to pay more for the work, but there is a point where the market confines us - I can't start selling pretzels for $5 apiece. What really changed: Philly Pretzel ended up "rolling out that product system-wide, and it's done phenomenally well." "That's got to be one of the biggest no-nos you could ever have - a completely rogue franchisee coming up with its own product, marketing it and selling it." That was emotional for me to hear because I started selling pretzels on the street corner when I was 11 years old." But the couple's move angered him. What he really felt: "I just didn't remember the couple. But afterwards he hadn't helped them out - and so the couple created their own product - a "pepperoni pretzel roll" - and began selling it. One franchisee, a couple named Bill and Donna in Bridgeton, NJ., told DiZio that he had previously met with them to discuss their financial problems. The Episode: During his appearance, DiZio was embarrassed to learn he'd become one of those "out of touch" CEOs. And Checkers now gives bonuses directly to team members, not just the branch managers.ĭAN DIZIO, THE CEO OF PHILLY PRETZEL COMPANY: So we've set up a 'coach-to-grow' pilot program to help identify the best people in the company." These members are now picked to work directly with management. And I've got a lot of 'Johanna's' out there and they don't feel confident enough for all the right reasons in talking to management. Can you at least call me back?' But that kind of relationship is so cool to have. And I leave messages saying, 'This is the CEO calling. What really changed: "I am still mentoring Johanna, even though sometimes she doesn't return my calls. The customers and the employees weren't being treated right. I second-guessed myself because I said, 'Maybe there was another answer? But I kept thinking, if one of the leaders in my organization left that restaurant the way it was, then it wouldn't be in line with our culture. What he really felt: "'I will be honest - 24, 48 hours after, I felt stupid. So Silva shut down the branch on the spot. ![]() The Episode: In the middle of the third season, Silva visited one of his company's 325 stores in Homestead, Fla., to discover a dysfunctional branch - workers weren't being trained properly, the speaker-system at the drive-through was broken and the manager barked orders at the workers. RICK SILVA, THE CEO OF THE CHECKERS AND RALLY'S FAST FOOD HAMBURGER CHAIN: "And you see that many have had very tough lives, so you walk away wanting to help the best." "The circumstances are weird, but going undercover gives you the chance to really connect with your workers," Silva said. The three - Rick Silva, the CEO of the Checkers and Rally's fast food hamburger chain Paul Damico, the President of Moe's Southwest Grill and Dan DiZio, the CEO of the Philly Pretzel Company - all insisted the show was unscripted, but they acknowledged they saw the show as a great public relations opportunity - though they each had regrets and admitted to some embarrassing moments. The show, however, has attracted its fair share of skepticism: How many of those encounters are real? Do things really change at the companies? What really happens after the lights and cameras are turned off?ĪOL Jobs recently spoke to three bosses who appeared on the show to answer those questions and more. But for four years, the CBS show " Undercover Boss" has given viewers that chance, showing 60 top executives doing regular jobs, from flipping hamburgers to installing alarm systems. It's not every day you'll see CEOs getting their hands dirty, working side by side with the rank-and-file. Account icon An icon in the shape of a person's head and shoulders. ![]()
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