When Dr. Mamello Masia joined McDonald’s South Africa as chief people officer, her first taste of leadership didn’t start in meetings, but behind the counter.
Speaking to CHRO South Africa, Mamello shares how she joined the crew on the restaurant floor, flipping burgers, taking orders, and soaking in the energy that fuels the brand while connecting with the people at the heartbeat of it all.
Q: What makes you describe your onboarding at McDonald’s as humbling, energising, and deeply meaningful? What was different and unique about it?
My onboarding at McDonald’s South Africa was unlike anything I’ve experienced in my career. It was a masterclass in humility, connection and purpose. In my first week at work, I was handed a uniform and immersed into the heartbeat of our business, the restaurant floor not in the boardroom like other corporations for a position I was appointed for. However, a week’s international visit put a halt to my first week of training, and I had to go to the restaurant in the second week. Ordinarily, the training happens the day after the HR induction on policies and benefits.
Working side-by-side with our crew members across every station, grilling patties, assembling burgers, cleaning crew rooms and toilets, serving guests and even educating customers about the McDonald’s MyM App, was profoundly humbling. It reminded me that leadership begins with service. It was energising to witness the precision, passion and pride our frontline colleagues bring to every shift. It was meaningful because I got to experience firsthand the very engine that powers our brand and pays our salaries.
This immersive experience provided me with a visceral understanding of our operations and a renewed sense of responsibility. It’s one thing to design solutions from a distance; it’s another to do so with lived empathy and insight. That’s what makes McDonald’s onboarding truly unique, it’s not just about learning the business, it’s about becoming part of it.
Q: Why do you think it’s important for executives to start their onboarding on the restaurant floor rather than going straight into the boardroom?
Because leadership without proximity is just theory.
Starting on the restaurant floor grounds us as executives in the reality of the business. It builds empathy, sharpens perspective and fosters a deep respect for the people who make happy happen every day. When you’ve cleaned the crew room, cleaned toilets, assembled a sandwich or served a guest during a lunch rush hour, you don’t just understand the business – you feel it: you have ketchup in your veins.
This kind of onboarding cultivates servant leadership. It reminds us that strategy must be informed by experience and that the best solutions come from those who’ve walked the path. Whether you're in retail, healthcare, or tech – go to the frontline, listen, learn and lead from there.
Q: What insights or perspectives have you gained during the onboarding period that you think wouldn’t have come through a traditional corporate onboarding?
Traditional onboarding often teaches us about the business. This experience taught me to feel the essence of the business and to empathise with colleagues who are directly interfacing with our customers daily.
By doing the actual work, touching ingredients, timing processes, engaging with guests, taking orders on drive-thru and presenting orders to customers. I gained a level of intimacy with our operations that no slide deck could offer. I saw the discipline behind our global standards, the rhythm of the kitchen, and the pride in every product we serve. It accelerated my understanding and deepened my appreciation.
This kind of learning is not just cognitive, it’s emotional. And that’s what makes it unforgettable.
Q: How do you believe this type of immersive hands-on onboarding could benefit leaders in other industries?
Immersive onboarding is a universal leadership accelerator.
When leaders experience the frontline, they gain more than knowledge, they gain wisdom. They learn to lead with empathy, to design with relevance and to communicate with authenticity. It breaks down silos and builds bridges between strategy and execution.
Whether you’re in banking, manufacturing, or education, this approach transforms leadership from a title into a lived experience. It’s the difference between knowing your business and understanding your people and what they do.
Q: From your experience, what are the key elements you think every executive onboarding programme should include going forward?
Every executive onboarding should be a journey, from the frontline to the boardroom. Key elements include:
- Immersive frontline experience: Start where the business starts.
- Cross-functional exposure: Understand how each part contributes to the whole.
- Cultural integration: Live the values, don’t just read them.
- Mentorship and storytelling: Learn from those who’ve walked the path.
- Reflection and feedback loops: Create space to internalise and grow.
This kind of onboarding doesn’t just prepare leaders – it also transforms them.
Q: How has working side-by-side with crew members impacted the way you see McDonald’s culture and values in action?
It brought our values to life in the most powerful way.
I saw teamwork, the value of community and family, as well as how we relate to delivery guys and the driver who delivers stock, all driven by discipline and pride in action. The colleagues demonstrated the values of Serve (how they serve the customer and each other), worked and related in an inclusive manner. I witnessed how global standards are upheld with local passion and integrity. I felt the heartbeat of our culture – one that values excellence, consistency and care. The crew members don’t just follow procedures, they embody our promise to customers.
It gave me a renewed respect for our people and a deeper commitment to honouring their work through thoughtful leadership. The burger may taste the same everywhere, but the spirit behind it is what makes McDonald’s extraordinary.
My onboarding is not yet complete as I continue to learn about cross-functional teams and franchisees.
