In my previous article, we explored how a ‘humanistic’ leadership approach is often the best fit in a franchise environment, especially as your franchise grows.
Empowering your franchisees (or internal team members) can feel daunting. How can you be sure they’ll make sound decisions? The answer, I believe, lies in how well you communicate your purpose…
Purposeful humanistic leadership is only possible when values are clearly defined. When people need to make a decision, they can simply ask: does their choice align with your stated purpose? Does it align with your vision? Does it align with your values?
If the answer to those three questions is yes, they’re unlikely to go far wrong! In fact, your people are likely to be 90% correct in whatever decisions they make. In effect, this creates decision-making guidelines that anyone can apply without needing to ask.
Avoiding a ‘Blame Culture’
One potential pitfall is unknowingly creating a blame culture. When people are empowered, supported, and trained, and also allowed to make mistakes, it results in a positive ‘lessons-learned’ review process. If actions are aligned with your purpose, values, and vision, any mistakes are unlikely to be catastrophic.
Allowing people to make mistakes is how we learn. For me, all of these elements are what servant leaders should be here to foster: ensuring that people are encouraged and supported.
Provide Recognition
Former Manchester United manager Alex Ferguson once said that two of the most important words a leader can ever utter are “thank you.” It’s crucial to thank people sincerely when they go above and beyond. They should be recognised for doing the right thing on behalf of our clients.
Giving praise publicly is important. Equally, when something needs to be addressed and an uncomfortable conversation is required, it must be done in a place of safety and confidentiality. Your people should never feel called out in public; otherwise, they will never take any risks! Your colleagues won’t repeatedly put their heads in the lion’s mouth. This approach stifles extra effort, not to mention innovation. Rapid innovation always involves a degree of risk, so you need to absolve your people from the consequences, provided they operate within your stated values.
Leading By Example
Beyond this, you have to show that you’re willing to put in discretionary effort too. I wouldn’t ask anybody to do anything I wouldn’t be prepared to do myself. Leading by example and creating a culture where it’s acceptable to fail is crucial.
The first step in the process is to establish the rules of engagement. This includes purpose, vision, mission, values, and behaviours. In other words, “How are we going to be?”
Step two is to publicly tell franchisees that if I, as the franchisor, don’t live by these values myself, I want them to call me out. In franchising, a “do as I say, not as I do” mentality generally won’t work.
If I fall short, I want my franchisees to call me out. This should happen from time to time. (I’m human, and I make mistakes!)
All of this can be done in an informal setting or by implementing a 360-review process. It’s not just about me, as the franchisor, telling others what to do. We are in this together; it’s an interdependent relationship. My success is your success. Successful franchising is built on mutual respect, but this respect must be earned.
When done correctly, the results can be remarkable. Franchising stands above other business growth strategies when both parties are aligned in purpose. Often, this amounts to making time to do the tiny, noticeable things.
Good Leaders Are Never Martyrs
Many people in leadership roles are expected to work all hours; to be constantly available. My question is: how can you be a good leader with that kind of pressure? This expectation is entirely at odds with what it really takes to be a good leader.
I’ve been working with one client recently where I asked: “How much time do you think you need to devote to leadership within your specific role?” The time their leaders are investing in leadership activities has been grossly insufficient. Often they’re still busy with their noses to the grindstone, doing their “day job.”
The CEO of a company is no longer responsible for day-to-day tasks. They are responsible for the leadership team, who, in turn, are responsible for the next layer down.
These are common themes where nobody has stopped to ask, “What are the things we need to stop doing to free up the time to focus on leadership?” And then, “How can we inspire future leaders, and what do we need to do to ensure they can overcome common franchising challenges?” This is an iterative process of continually making yourself redundant from your current role, so you can move on to the next.
From a leadership perspective, we need to sit down with our people individually and identify what they need from us, both strategically and in the moment.
In other words, what does success look like for them? What are their hopes and dreams for the future? How can we, as a business, facilitate and help them achieve not just their initial ambitions, but also show them how to stretch themselves in a controlled way?
This process – done consistently and on an ongoing basis – helps them see what they are truly capable of achieving and will support your franchise business for years to come.
The Franchology® purpose statement is ‘transforming franchising together’. I genuinely believe that franchisors driven by purpose have an amazing opportunity to make franchising the number one growth strategy globally!
If you feel inspired to be part of that exciting journey, I would love to hear from you, so please get in touch here to arrange a no-obligation coffee and a chat.
