“Leadership is not a popularity contest; it’s about leaving your ego at the door. The name of the game is to lead without a title.” Robin S. Sharma
In order to achieve success, both franchisor and franchisee leaders need to generate a sense of loyalty and commitment from those who follow them. In terms of clarity, the word follower refers to subordinates and in the case of franchisor leadership, their staff and the franchisee network. Both the franchisor and their franchisees have to inspire others to follow their path to success. Achieving effective leadership, means striking a balance between ones’ ego and the need to solicit and encourage constructive feedback. Since franchisors need to lead their organization, employees and franchisees to reach specific goals, it’s important that ego not impede these important objectives.
We’d be hard pressed to find a franchise company founder without a certain amount of ego. It takes a strong belief in oneself and the confidence to risk capital, a business and more, to start a franchise company. To a certain extent, the same can be said about a franchisee. Individuals can have strong egos regardless of their age and education. As a franchise company or franchisee business starts to emerge and grow, the leaders’ ego that fueled the birth of this new business needs to be under control.
John Baldoni, a leadership consultant, coach, and author describes ego this way: “Leaders need to have conviction about what they do; they need to love their work and the people who do it. That’s passion. By contrast, personalization is the conflation of ego and hubris; it causes a loss of focus because the executive puts what he wants to do ahead of what the company should do. Personalization is the enemy of the business case, and for that reason you should avoid it.”
To expect leaders to lack a certain amount of ego would be naïve. The key is not allowing one’s ego to get in the way of leadership.
A franchise organization includes two distinct components; the franchisor’s employees and the franchisees, it’s important that the franchise leader is able to influence, inspire and motivate each group to accomplish specific goals and objectives.
It’s understandable for franchisor and franchisee leaders to have a certain amount of ego, since it can help drive the launch and development of a franchise. However, as the franchise evolves it’s important that these leaders keep their ego under control; otherwise their organization may fail to reach its full potential.
When it comes to franchising, Murphy’s Law comes into play more often than desired. In many cases, a new franchise takes off slower than anticipated.
The emphasis on franchise system growth is as old as franchising, having been accepted as the indicator of a quality franchise.
After owning 4 successful businesses, in different business sectors, there are two common attributes my good hires have shared; Curiosity and Tenacity.
In the franchise industry, franchisors can view comparisons and relationships between consumer satisfaction for the products or services a franchise offers.
These traits lead to low franchisee turnover, an attractive investment opportunity, outlet growth and brand recognition and consumer satisfaction.
Owning a business is hard. Each venture has its differences – different customers, different go-to-market strategies, different business partners.