Leadership within a franchise works in a few different directions. Typically a franchise’s corporate structure has a leadership plan for training new franchisees on how to conduct business according to the corporate values. The franchisee, in turn, has leadership responsibilities as an employer. Franchise leadership presents a unique opportunity for personal and professional development.
Franchisees must be able to function effectively as middle managers. This position requires the ability to perform duties both as a boss and a subordinate. Sometimes conflicting priorities make it difficult to adjust between these two roles. Managing up is crucial because it brings valuable feedback to the franchise’s corporate leaders.
Franchise locations in different demographics have very distinct needs and requirements. A cookie-cutter approach will not work for most franchises on the grassroots level. Individual franchisees are responsible for sharing information to help both parties succeed. This feedback is valuable to the company when considering their training process for new franchisees.
Just as the franchisee has specific leadership roles, the franchise also bears responsibility for supporting franchisees. The most successful franchises offer ongoing support to their franchisees. They realize that not every new business owner has experience managing people and operating a business. Influential franchise executives help their owners engage in business networks that have the potential to grow their business.
Many franchise owners choose to grow their business savvy by investing in other franchise opportunities. Their leadership skills grow exponentially, and they can thoroughly train their employees to manage the store in their absence. At that point, a franchise owner can shift their attention toward new opportunities. With continued leadership advice from the corporate staff, franchisees can keep growing.
Sound The Alarm
Owning and operating a franchise is not always a smooth road. Effective leadership in a franchise structure will sound the alarm when a franchisee is experiencing difficulty. When a franchise location consistently underperforms, corporate intervention should follow. Some franchisees experience high employee turnover, struggling budgets, and sluggish sales. The corporate footprint offers the security of a proven business model. When a franchisee is finding it challenging to succeed using that model, both parties share the responsibility to get things back on track.