What's Your Franchisor's Leadership Approach?

by Bill Marino

When it comes to business books, more ink (virtual or real) has been dedicated to the topic of leadership than nearly any other. It seems that every notable CEO, politician, military general and even celebrities and sports figures are compelled to publish their respective takes on leadership. Why? Leadership matters.

Sure, leadership comes in many shapes and sizes, but when all is said and done, isn’t the measure of leadership really about progress: the ability to move an organization forward toward a set of objectives, its goals—or the ever-popular shared vision. The objective, goal, or vision may involve dramatic change or economic upheaval, but to succeed, a company must make progress toward that intention.

For me, a big part of leadership is about creating momentum. It’s about seeing a path forward and working hard to formulate a plan and a process that propels the company in that direction. Once the impetus is generated, then it’s about subtle course corrections along the way, while shifting leadership energy to service—that’s right, service: service to the vision, service to the people involved, and service to the process.

The way a company goes about leading—its leadership approach—speaks to its culture and values. This is particularly important in franchising, given the unique and inextricably intertwined relationship between franchisor and franchisee.

If you are contemplating purchasing a franchise, add to your list of questions queries about leadership. Ask a prospective franchisor to share his or her perspective on leadership and the company’s particular leadership style. The answers will illuminate the management team’s core values and approach to motivating its staff and franchisees. Use the five questions below as a starting point; adapt as you wish to achieve this purpose:

1. What is your vision for the future of the company? Most prospective franchisees want to be a part of something uplifting and satisfying that is aligned with their own interests and aspirations for the future.

2. How does your company go about establishing its path toward its goals? As a potential franchisee, you want to see a franchisor that isn’t sitting still; you’ll want one that’s constantly challenging the status quo and searching for new opportunities to improve and grow and is willing to experiment while learning from mistakes.

3. How do you empower action by others? I’d submit that successful franchisors’ answers will include clear processes for organizational collaboration that embrace a culture that emphasizes active listening, the setting of cooperative goals, and a willingness to welcome bi-directional accountability.

4. How do you lead by example? This one is critical: A franchisor needs “walk the talk” by behaving in ways that are consistent with its values and its expectations for franchisees.

5. What strategies are in place to motivate team members and franchisees who innovate and achieve above the norm? Look for policies and programs that recognize individual contributions to the success of the company and a regular routine that involves celebrating accomplishments of the team.

At Bark Busters USA, we have a published Code of Honor. This code embodies the core values and expectations that we hold in highest regards and to which we agree to be held accountable. Every employee and every prospective franchise owner is presented this Code and signs it as part of our collective commitment to uphold the principles our organization holds most dear.

So finding out how your potential franchisor leads is critical. Ask lots of questions. As in life, a trip down the road of franchise ownership is about the journey. The experience along the way matters—and the way you and those you associate with treat people and uphold core principles matters. Leadership matters. And the right leadership, done the right way, makes all the difference.

Bill Marino
COO
Bark Busters USA

Learn more about Bark Busters at topfranchises.franchisebusinessreview.com.

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