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Franchising And the Art of Selling Change

Written by: John R. Wilson, Sr.

Article Overview: I recently got onto a plane, settled in with my computer case at hand, my ipod Touch at the ready - my Bose headset set up and my computer in my pre-planned position to swipe it out of said aforementioned case. Then came the flight attendant. He looked at me, grinned and asked if I would "be so kind" to switch seats with a husband who was needed by his wife so the two of them could keep their baby from exploding onto the passengers in and around where she was currently seated. Now, here I am. I am comfortable. I have perfected my environment. And this clown disrupts my mental zen. Further it will require some deliberate focus and nurturing to get me back on track once I have settled into my new digs.

Franchising And the Art of Selling Change

This of course is a minor thing isn't it?

Imagine that same seat-swapping scenario occurring during a period of severe weather turbulence. Not only would you be anxious and feeling unstable in your current seat, you now have to collect yourself, mobilize without falling on your pa-toot with such concern related to spilling all over the passengers along the way and then get re-oriented in the new situation.

Organizationally change is usually difficult. It typically comes in the midst of failure and chaos. Change amidst instability is the worst. Yet many employees are feeling lost, anxious, hurt and confused lately as their companies reorganize, reallocate resources, cut costs and downsize staff.All the while, in the bigger picture, the economy searches for stabilization.

Franchisee's, are typically once-bitten victims of this kind of turmoil. Actually, many of them may have been bitten several times by downsizing or more generally, by being deeply and personally affected by change that caught them off guard in their previous careers.

It is then no wonder, now, at a time when they seem to have more control as business owners (often a significant reason they became business owners in the first place) when put into similar transitional scenarios in their franchise business, they resist strongly. They dig their heels in, shut their ears and just refuse change.

My experience also tells me that franchise organization must be better at forecasting and predicting change within the company and in the greater market than their corporate counterparts in business. This higher standard of expertise is something the franchisee, though it may be unspoken, is buying when he invests that fee into the franchise.

Franchises need to make a core competency out of looking at their current situation, considering options and executing on those well in advance of the changes needed. Franchise organizations, compared to companies that operate multi-unit/multi-regionally have many "owners." They have many decision makers and to get this distributed leadership onboard takes a significant communications effort. That effort must start sooner and create an atmosphere of listening, learning, hearing, training and teaching.

While we are at it, think of communication as the second core competency that every franchise desiring success must have or acquire. Period! Franchises must be communications experts.

If it typically is a 6-month ramp up time to changes required for a corporation then a franchise needs double that time. This time should be allowed for contemplation and preparation before transition can be deeply understood and welcomed. Occasionally changes are made under emergency circumstances. If this is the case, just know that success and acceptance is not likely to be 100% or even 75%. You will have to manage to another lower level of acceptance (and should you get better, because of your culture of trust then count it a blessing!)

To encourage employee buy-in, a executive I met recently shared how her company applied the "head, heart, hands" concept as an organizational imperative as they underwent some restructuring. I believe this kind of methodology is even more significantly exercised within a franchise since the cultures of franchises are so very personal (and the more personal the better in my estimation.)

Here's how it works:

Knowing that staff would find any change unsettling, the company's leadership created a unified plan to fully communicate and engage their teams before taking any action. Explaining all the logical and rational reasons for the change would enable staff to begin intellectually processing the information (head); acknowledging how the change would make employees feel before, during and after implementation would assuage their fear (heart); and outlining the tactical plan and ensuing goals would satisfy their need for action (hands).

Franchisers, remember, you have a very sensitive leadership team. They are your franchisees. They come in all shapes and sizes. They are however acutely concerned with change. Keep them abreast of unique opportunities or concerns in their area of concern (which includes the home office by the way.) Change, in our current climate may be inevitable but it does not have to be excruciatingly painful. Your leadership will make all the difference.

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  Is it Ethical for a Franchiser to Sell his Concept as a Franchise?
  How to franchise your business
  Factors to Consider Before Choosing a Franchise
  The Top 7 reasons why Franchising is Better than a Brand New Business

Article Tags: business owners, chaos, core competency, corporate counterparts, current situation, downsizing, ears, failure, franchise business, franchise organization, franchisee, franchises, midst, new situation, scenarios, several times, severe weather, toot, turbulence, turmoil



Related Forum Posts
Re: Re Franchise etc - [quote="bmueller47":e0j0nu4t]Can you see a shift of various types of franchises? What I am thinking about is that today it is more difficult to create franchises, that has great appeal. More and more people want to have their business, but no interference of someone else.[/quote:e0j0nu4t] Not sure what you mean exactly but it is certain that more and more people want to have their own business but not more and more people know what they really want to do, or how to do it. And that's what franchising is all about. Franchising is not for an entrepreneur. An entrepreneur will do his own thing. People who buy franchises want a turn key business, with a proven model. Franchising in the US had never been that good. I don't have the exact numbers in mind but I know for sure that franchising is growing more and more as people are getting more and more aware of this business model.
Franchising vs. Licensing? - What is your opinion on Franchising vs. Licensing? Which is better?
Nominations for a new Franchising Moderator! - Is there anyone you'd like to nominate as our Franchising Moderator (or volunteers for the position)?
Great Article, chock full of info. - Ian, Thank you for linking your article regarding Licensing vs Franchising. Its a good read.
Re: Kevin's Case Study #10 - When to become an entrepreneur? - When the bug bite you. A lot of successful entrepreneurs started in their teens or at school. Selling sweets to fellow students or lemonade to firends in the neighbourhood.


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