Global Franchise 10.2

felt like to be a rookie.When done well, this approach turns frustration into progress: Emily begins to rise, and Robert evolves from being a closer to being a coach. The other trap: Stage Four with bad habits There’s another challenge franchisors need to watch for. Sometimes, they hire a salesperson who already has years of experience in franchise development. On paper, this person looks like a Stage Four professional – but experience doesn’t always equal excellence. Some “seasoned” reps carry baggage. They cut corners during discovery, rushing to close unqualified candidates. They dominate conversations instead of listening. They rely on charm rather than process, leaving behind a trail of mismatched franchisees. As management guruTom Peters put it, “It’s harder to unlearn than it is to learn.” A rep with entrenched habits may resist coaching, insisting, “This is how I’ve always done it.” The consequences can be serious. Poorly matched franchisees often lead to disengagement, conflict, and even litigation – problems that ripple across the network and weaken the brand. The key to retraining experienced franchise sales reps without coming up against resistance is to guide them forward without triggering defensiveness. Start by measuring outcomes, not ego. Don’t accept “I’ve always closed deals this way.” Instead, review real performance data – the success of their recruits, validation scores, and convention participation. Next, reframe unlearning as evolution, not correction. Even the most experienced professionals need to adapt to newmarkets, technologies, and buyer behaviors. Pairing themwith high-performing peers can also be powerful. Hearing how another seasoned rep is thriving with a fresh approach often sparks change more effectively than top-down directives. The goal isn’t to undermine confidence, but to align instinctive competence with the brand’s culture, process, and long-term vision. Why this matters for franchise sales Franchise development isn’t about selling a unit – it’s about shaping the future of the system and the brand. Every deal sets the tone for years of partnership, and that’s why managing competence is critical. With rookies, offer structure, patience, and step-by-step guidance.With experts, ensure their mastery supports culture, not just conversion. Across the system, embed engagement so franchisees validate positively and candidates feel the brand’s authenticity. When competence is developed deliberately, sales teams don’t just sell – they attract the right partners, nurture trust, and build a stronger, more sustainable franchise network. A final word Emily eventually grew.With structured training, empathetic coaching, and plenty of practice, she advanced from Stage One to Stage Three. She still leans on Robert, but now their conversations are productive. Instead of mimicry, she’s building her own instincts. And Robert? He discovered that coaching Emily sharpened his own skills. By slowing down and explaining his process, he uncovered shortcuts he hadn’t realized he was taking. He became not just a closer, but a mentor. That’s the real power of the Four Stages of Competence in franchise sales. It’s not just about individual mastery. It’s about creating a culture where salespeople at every level grow, adapt, and contribute to the long-term health of the system. Because in franchise sales, the deal is never just a deal. It’s the start of a relationship that will shape your brand for decades. The 4 stages of competence The Four Stages of Competence model, developed by Noel Burch at GordonTraining International in the 1970s, offers a simple but powerful framework for understanding how people acquire new skills. “The Enthusiast” (Emily) Unconscious incompetence – you don’t knowwhat you don’t know. In franchise sales, this is the rookie who thinks selling a franchise is like selling a product. Confidence is high, but awareness is low. “The Learner” Conscious incompetence – now you knowwhat you don’t know. The salesperson begins to see the complexity of franchise sales—fit, validation, culture, and trust—but hasn’t mastered it yet. “The Technician” Conscious competence – you knowwhat to do, but it requires effort. Every call, every email, every discovery step is deliberate. The salesperson is competent, but still focused on mechanics. “The Knows-It-All” (Robert) Unconscious competence – mastery achieved. Actions are automatic, instinctive, and effective. But beware: the “Knows-It-All” can struggle to teach others, forgetting the steps that led to mastery. This stage requires humility and structure to avoid leaving rookies behind. Evan Hackel, author and CEO of Ingage Consulting, has founded three franchise brands, expanded systems into five countries, and consulted with more than 100 franchise organizations. 73 GLOBAL-FRANCHISE.COM Ins ights