Doc Franchise Writings and Ramblings

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.

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.

John is a 26-year professional in the franchise industry. He has been a franchisee, a franchise executive and an advocate/consultant to the public and to dozens of franchise companies. He is the founder and managing partner of Wilson Associates and can be reached at docfranchise@gmail.com. or direct office 480.838.1641

...and I hope I'm sending this to the ones who will read it and comprehend how powerful it is!

The three R's have stood the test of time as reliable criteria for a dependable education. They are poised like disciplined sentinels against one of man's greatest enemies: ignorance. The original blocks of granite, unimpressed by educational styles, unmoved by change, these three solid friends are trustworthy to the end. Like salve on an open sore, they reduce the fever of panic, giving stability when so many voices demand obedience or other voices, just as demanding elicit panic.

But there is a fly in the ointment . . . one chunk of granite is beginning to crack . . . the sentinel is getting sleepy. The enemy has found the chink in our armor. He has discovered that the first "R" is up for grabs in the twenty-first century. And he is smiling.

"Send me a man who reads" is no longer the clarion call of industry or management . . . or sales, for that matter. Nor is the professional person necessarily known today, as he once was, for his breadth of knowledge . . . and that includes franchisee's and franchisor's.

Few current tragedies pain me more. It is now a fact that one half of the students who graduate from college never read another book. Even though a Ph.D. is virtually obsolete in five years unless he or she continues to read, many of them opt for an easier out. It would shock us all if we knew how little the person reads who defends us in court or does surgery on our bodies or gives us financial counsel. Aside from daily doses of TV Guide, a chuckle at "Peanuts" on Sunday, and a quick skim over the sports section, many an American never cracks another magazine or book.

It's amazing! Before kids are in school, they can give you the day, hour, and channel for a dozen different TV programs, but have trouble struggling through Dick and Jane Play with Spot into the second and third grades. Little Leaguers can spit out the batting averages, RBIs, and stolen base totals for each of their favorite baseball pros (er...so can I for that matter) . . . but stick a copy of Tom Sawyer in front of them (or their parents!) and boredom strikes like summer monsoon lightning in Phoenix, Arizona. A growing number of California high school grads have trouble comprehending basic application forms for employment.

Enough about the problem; let's consider the benefits. I can think of four and will give them to you in two parts. Here's the first:

1. Reading sweeps the cobwebs away.

It enhances thinking. It stretches and strains our mental muscles. It clobbers our brittle, narrow, intolerant opinions with new ideas and strong facts. It stimulates growing up instead of growing old.

Francis Bacon's famous rule is so true, so good:

Read not to contradict or confute, nor to believe and take for granted, nor to find talk and discourse, but to weigh and consider. Some books are to be tasted, others to be swallowed, and some few to be chewed and digested.

Reading expands us. It scratches those itches down deep inside. It navigates us through virgin territory we would not otherwise explore. Tomorrow I'll share three additional benefits. Until then, try reading something expansive!

Part of the challenge many franchise organizations have is that the franchisee's they have do not even review the documents, the training's nor the many magnificent business tomes that would enrich their experience and create greater awareness and savvy for their chosen work.

Until next time, someone out there pick up Greg Nathan's paperback, The Franchise E-Factor. You'll be better for it.

I love technology. It intrigues me. It keeps me excited and ever learning. Technology has also changed the face of business in spectacular ways. It has enabled businesses to embrace a greater community, it has increased productivity, and simplified communication. There are so many positives that they would be hard to name here in this post.

There is one aspect of technology that I find sad, and that is how it has made us lazy regarding personal contact or “face time” with customers and prospects. Email makes it so easy and efficient. But, you know what they say, “out of sight, out of mind.” In business this situation can be the kiss of death. If your entire relationship is email and text based, there is virtually no relationship.

Never believe that expediency is a better choice than relationship.

Electronic customers take on a different dynamic. Customers within a few hours drive are worth having face time with. When they are both a distance and treated with a steady diet of E-Mail you are in jepoardy.

Companies like the investment company Edward Jones, does not allow it’s advisors to use email with their customers. They do allow personal, voice and snail mail contact only. This effort is rewarded repeatedly. Here are some other things that I do to make “face time” work for me:

Coffee Clutch Time: When a person contacts me to see how we might work together, I typically suggest we meet over coffee. This way I can size them up better and try to understand their motivation. I’ve struck up some terrific business relationships this way.

Network meeting: You can use these events to spruce up your sales skills and put a face to a name. It gives you a chance to help someone on the spot. It also is an opportunity to create dialogue and open up lines of communication with potential partners.

In-person presentations: It has been my experience that an in-person presentation is your most powerful ally. I can demonstrate my desire to serve their business needs and I desire it enough to get out of my office and shake some hands. Virtual relationship is an oxymoron. A physical business shows you’re a real business.

Ignore email: I actually did not believe this until I took a lesson from a marketing wizard. Purposely visit customers or at least make phone calls when you get electronic messages. Showing up to chat WILL get you more business. It certainly ensures you will be taken seriously. I can’t tell you how many times I’ve taken something in person to a client that I could have just as easily emailed only to get other projects given to me on my way out the door. Seeing you reminds them of other ways that you can help. In today's virtual discussion environment, it is so rare that it also creates a certain amount of felt need to make sure your time was not wasted.

“I’m in the area” opportunities: Sometimes, when “I’m in the area” I call to see whether I can pop in to say howdie. These friendly requests always brings a smile and some great conversation.

New service meetings: Recently, I emailed a number of old files and offered to bring them a coffee and discuss what I’m offering these days that might be of help to them. A number of them took me up on it, and this effort resurrected some old business.

The point here is not to rely on convenience to grow your business. It’s not about you - it’s about your clients and customers and nothing tells them you care as much as hearing your voice, feeling the palm of your hand in theirs and listening to your laugh when they tell their latest jokes.

John is a 26-year professional in the franchise industry. He has been a franchisee, a franchise executive and an advocate/consultant to the public and to dozens of franchise companies. He is the founder and managing partner of Wilson Associates and can be reached at docfranchise@gmail.com. or direct office 480.838.1641

Often I am asked to review the sales and marketing pitches provided by franchise development groups and individuals. Many times these have been developed by marketing and are part of an overall franchise development strategy aimed at creating a more appetizing business offering.

Most often the consultants and sales managers who develop these are not aware of the subtle undertones of certain worn-out words and how we have skewed their meanings.

This whole kick on language has come about as I have listened to business development people by the carloads inflict an aura of self-destruction jargon around a business model that has a better story.

I am not getting into the fashioning of the story but I want to address the words and, in any business setting these 12 need to be used sparingly lest you are put in the pen your audience has labeled huckster or B.S. slinger.

Here they are:

1. Just
   This is most often used to make a huge request or error seem trivial as in: “Could you just do this (500 page) document by Monday?”, a request best made late on a Friday afternoon. In sales terms it might be used thusly, "Just think of this as a cost of doing business."
   
2. But
   Remember, whatever is said before “but” is b*llsh*t, as in, “That was a great presentation, but…”, or “I would like to help, but…” (I'm actually not going to help at all!)
   
3. From
   Much loved by advertisers, as in “Fly to Rome from $199″ excluding $200 of taxes and other “optional” extras for a flight leaving at 4am, going to an airport about 100 miles away from Rome and the ticket has to be booked one year in advance.
4. Might (and any other conditional verb)
   Might is used to achieve two things: first it sets up a negotiating position as in, “I might be able to do that if…” Second, it lays the ground work for excusing failure later on: “I might have done it, if only….”
5. Only
   Closely related to “Just”, it is an attempt to make a big request or problem seem small. “It was only a small error….we only dropped one nuclear bomb over London…”
6. Important (and urgent)
   Used to puff up any presentation: “This important new product/initiative…”. Important to who? And why? Maybe it is important to the salesman, but why is it to me?
7. Strategic
   This is the same as "important," but with bells attached to the ankles. See Strategic Human Capital division, formerly known as the Personnel Department. Alternatively used to justify something which has no financial justification at all: “This strategic IT investment…..(which costs $60 million and has no identifiable payback at all) is essential to the survival of the business”
8. Rightsize, downsize, best shore, offshore, outsource, optimize, redeploy, downshift, re-engineer
   How many ways are there of avoiding saying straight up: we are going to lay off staff, kill morale and kill our business culture?
9. Thank you
   Normally “Thank you” is a good thing...except when used by automated voices at call centers located in India or Costa Rica saying, “Thank you for calling, we value your call…(and we have so much contempt for our customers that we can not be bothered to answer your call promptly, so we will put you on hold until you give up and try to use our impenetrable and useless online help instead).” Similarly, in a sales connection when you, as the potential client ask a meaningful question that has no simple answers and the sales type says, "That's a very good question." Be careful. That usually means a not so very good answer is about to follow.
   
10. Interesting
    Fear this word. When your franchise lawyer uses it, you are doomed. When your doctor uses it, check your will is up to date. "These are interesting times." Uh huh. A slightly less interesting time would be preferable.
11. Opportunity
    Because the word “problem” has been banned in business speak, all problems have become opportunities. This means many opportunities are problems. There is a limit to how many opportunities I can solve. Interesting and strategic opportunities really scare me.
12. Investment
    Investment was first hijacked by the British government to justify wild and uncontrolled public sector spending. Our government followed suit. Spending is bad, but investment is good, so they simply re-classified all their spending as “investment” in the health, education and future of the country. The businesses which followed the government’s lead by going on a spending/investment splurge are now going bust: unlike the government, they can not print money or raise taxes.

I am sure you have your favorites. If so, add them in when you leave your comments.

John is a 26-year professional in the franchise industry. He has been a franchisee, a franchise executive and an advocate/consultant to the public and to dozens of franchise companies. He is the founder and managing partner of Wilson Associates and can be reached at docfranchise@gmail.com. or direct office 480.838.1641