Franchisees Don't Want Another Boss | How to Lead Independent Owners Well

So guys, we're going to talk about lessons learned, right? There are a couple of key things as Jason and the team have been growing the franchise that we thought we'd pull out and kind of discuss today.

And Jason, one of the things that you brought up is just that you've got...

In franchising, and myself included as a previous franchisee, you've got totally different personalities and skill sets, and everybody's unique in their own ways as you're bringing owners in to the system.

Maybe can you tell us a little bit about how was that a struggle, and then how did you learn to start to adapt the process to all the different personalities as you've been growing the franchise?

Yeah.

Our franchise model might be a little bit different than others out there.

We're very connected to our franchise partners or franchise owners.

We do a lot of the back end work with production and whatnot.

And so we're connected on almost a daily basis with most of our franchisees, which makes it, it could be a challenge.

There's so many different franchise owners out there, franchisees that come together.

They have different backgrounds, different skill sets, experience.

They come with different personalities and everything else.

And so it can create a challenge for a franchise system like ours.

And that's what I've learned.

You talk about lessons learned.

It can be difficult to hear everybody and what's going on and how they work.

But the challenge has been to grow systems together and to create a good dialogue that really comes and is based off of the culture that we've built here.

And so as we've built our culture, we've built our systems with that.

And we've been able to kind of take that challenge and turn it into a positive because it's we can, we're still young as a franchise company.

We're still learning and we're still ironing out a couple of wrinkles.

And I'm not afraid to admit that, but with the help of everybody and hearing them and having a good franchise advisory board, having a good, you know, open dialogue and being able to be accessible to them has allowed me and our team ways to hear and to grow and And so we've added new systems, we've added different protocols and different SOPs, those types of things to help everybody to just open up lines of communication and to move forward so that we can all be successful.

And so, yeah, that's been one of the biggest challenges learned and lessons learned so far, but it's been fun.

Yeah, well, no doubt.

And anybody who's in franchising from the franchisor perspective listening is probably nodding along.

Like, yep, that's right.

So guys, we're going to talk about lessons learned, right? There are a couple of key things as Jason and the team have been growing the franchise that we thought we'd pull out and kind of discuss today.

And Jason, one of the things that you brought up is just that you've got...

In franchising, and myself included as a previous franchisee, you've got totally different personalities and skill sets, and everybody's unique in their own ways as you're bringing owners in to the system.

Maybe can you tell us a little bit about how was that a struggle, and then how did you learn to start to adapt the process to all the different personalities as you've been growing the franchise?

Yeah.

Our franchise model might be a little bit different than others out there.

We're very connected to our franchise partners or franchise owners.

We do a lot of the back end work with production and whatnot.

And so we're connected on almost a daily basis with most of our franchisees, which makes it, it could be a challenge.

There's so many different franchise owners out there, franchisees that come together.

They have different backgrounds, different skill sets, experience.

They come with different personalities and everything else.

And so it can create a challenge for a franchise system like ours.

And that's what I've learned.

You talk about lessons learned.

It can be difficult to hear everybody and what's going on and how they work.

But the challenge has been to grow systems together and to create a good dialogue that really comes and is based off of the culture that we've built here.

And so as we've built our culture, we've built our systems with that.

And we've been able to kind of take that challenge and turn it into a positive because it's we can, we're still young as a franchise company.

We're still learning and we're still ironing out a couple of wrinkles.

And I'm not afraid to admit that, but with the help of everybody and hearing them and having a good franchise advisory board, having a good, you know, open dialogue and being able to be accessible to them has allowed me and our team ways to hear and to grow and And so we've added new systems, we've added different protocols and different SOPs, those types of things to help everybody to just open up lines of communication and to move forward so that we can all be successful.

And so, yeah, that's been one of the biggest challenges learned and lessons learned so far, but it's been fun.

Yeah, well, no doubt.

And anybody who's in franchising from the franchisor perspective listening is probably nodding along.

Like, yep, that's right.