Global Franchise Issue 10.1

In the UK, Amrit Dhaliwal ofWalfinch Independent Home Living has built a culture of connection, even with a decentralized team of care workers. From personalized welcomes for applicants to weekly check-ins and handwritten notes of appreciation, his approach has helped him retain up to 90% of his team in a high- turnover industry. In Florida, Ray and AndrewHowell operate 19Tropical Smoothie Café locations. Their leadership is grounded in values – “hire right, train ’em right, treat ’em right” – and their stores are fully staffed. They invest in small acts of appreciation, encourage employee feedback, and treat people like family. Culture starts at the bottom, and they’ve built theirs through daily care and consistency. And in the northeastern U.S., Gary Robins owns 66 Supercuts salons. He leads with recognition and accountability, boosting the self-esteem of stylists with visible displays of appreciation and one- on-one conversations about culture. “Mistakes are OK. Not caring is not OK,” he says. His salons are staffed, his team is engaged, and his business continues to grow – not because he needs more salons, but because he wants to create more opportunity for his people. These franchisees are thriving because they prioritize leadership. They coach. They communicate. They create cultures worth being part of. If franchisors want more operators like these, they need to equip more operators like these. That doesn’t mean controlling how franchisees manage their staff. It means offering optional, well-designed training on things like: • How to conduct job interviews that reveal more than just résumés • How to onboard new hires in a way that fosters connection • How to lead team huddles that motivate and inform • How to give feedback that actually helps • How to coach employees without making them defensive • How to create a team culture that keeps people coming back These aren’t luxuries. They’re essentials. Because leadership isn’t a soft skill – it’s a business skill. One that influences customer satisfaction, employee retention, and ultimately, profitability. Franchising is about replicating a model. But behind every model is a person responsible for bringing it to life. And behind every hourly worker is a manager who can either lift them up or wear them down. If we want stronger brands, we need stronger leaders. That begins with giving franchisees the tools to lead well. Because when managers lead better, everything improves. Customers get better service. Employees stay longer. Locations run more smoothly. And the culture of the brand becomes something people feel, not just something they read about on the website. On the flip side, doing nothing comes at a cost. Poor people management isn’t just a missed opportunity – it’s an active threat to performance. It leads to higher turnover, weaker customer connections, and more strain on operations. Every untrained manager is a liability waiting to happen. Most brands already have departments dedicated to operations, marketing, and development. It’s time we give the same attention to leadership, because managing people isn’t a side task. It’s the work that holds everything else together. The Hourly Employee Management System (HEMS) is designed to address the very challenges discussed in this article. From managing younger, less experienced workers to navigating flexibility demands and providing actionable feedback, HEMS equips managers with proven strategies to turn hourly workers into top performers. Go to scottgreenburg.com to find out more. F U R T H E R I N F O R M A T I O N Leadership support packages franchisees actually need Operational systems matter, but they don’t inspire teams or reduce turnover. These are the human- centered skill areas where franchisors can offer game- changing support to franchisees: • How to run job interviews that actually reveal character • How to onboard in a way that builds connection • How to lead daily huddles that energize the team • How to give feedback that sticks • How to coach without lecturing • How to create a team culture that keeps people coming back 45 GLOBAL-FRANCHISE.COM Ana lys i s | FEATURE