Strengthen your relationships by taking a realistic look from the other side of the table.
We interact daily with a deep roster of franchise-based brands with over 20,000 cumulative franchisees in the U.S. and worldwide. As you can imagine, this puts our agency right in the middle of the inevitable tension that exists and often escalates between the two parties as the brand expands its geographical footprint with more and more franchisees coming on board. Consequently, we often find ourselves in the position of being phone psychologists, listening to franchisors speak about their growing frustrations managing the franchisee network.
Here’s the good news: You’ve built a business with successful franchisees, and you feel like you’re on your way to creating a juggernaut brand. People are making the decision to invest in your franchise so they can generate their own wealth and help you grow your national footprint. People love you.
But they hate you, too.
Your family and friends still like you. But your franchisees? Sorry, but they hate you. Even that enthusiastic franchisee you met at the last annual franchise meeting — you know, the one who gave you the high five and a fist bump? Yeah, he hates you, too.
Some of this is par for the course. You hear a lot about franchisors and franchisees not getting along, and a certain amount of friction is inevitable. Fortunately, you can turn things around. But to do that, you need to know why your franchisees hate you, and unfortunately, there are a lot of reasons why they may think you’re the worst.
Here are six situational examples and how to overcome them:
1. Your evaluation process leads to underachieving candidates.
Like a bad marriage, getting into a relationship with someone who is doomed to be an underachieving malcontent leads to an expensive, toxic and painful exit strategy down the road. Published by nineonenine marketing co.
Invest the time to develop a screening process that identifies prospective candidates most likely to succeed and less prone to being a pain in the neck.
An effective strategy involves testing your current franchisees, and particularly your high performers to set the benchmark to measure franchisee candidates moving forward.
The Predictive Index Behavioral Assessment and the MBTI personality assessment are incredibly helpful for understanding people. As I learned a long time ago, success and happiness in business come down to an amazing team filled with A-players doing what they do best every day. Both of these tools help make that possible.
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