Global Franchise 10.3

Leave it to the franchise community to defy the odds in tough economies, steward longevity for brilliant brands, and provide opportunity at scale. That includes a growing number ofwomen rising into the C-suite among franchisors and franchisees alike.While the Fortune 500 counts just 10% of CEOs as female, franchising tells a very different story. According to research by Guidant Financial, women account for approximately 31% of all small business and franchise ownership in the United States, and a third of those owners have successfully operated their businesses for 10 years or longer. This is hardly a new phenomenon.Women have been defying stereotypes in franchising for decades, underscoring the equal opportunity embedded in the franchise business model itself. Along the way, they’ve been paving the path for others, demonstrating leadership qualities worth paying FRANCHISING HAS BECOME ONE OF BUSINESS’S GREATEST EQUALISERS Scott Greenberg explains why hourly frontline employees shape the customer experience, and why stronger leadership at unit level is the missing link in franchising. In franchising, we’re relentless about systems. We obsess over marketing strategies, scrutinize operational procedures, and invest in technology to boost efficiency.We plan national campaigns and fine-tune development pipelines. But when it comes to managing people – arguably the most important part of running a unit – we often leave franchisees to figure it out on their own. It’s something I’ve seen repeatedly after years of speaking at franchise conferences, working with brand leaders, and training franchisees across industries. Managing hourly employees – the people who interact with customers, prep food, clean counters, and keep things moving – doesn’t get nearly the attention it deserves. Yet these are the teammembers who most directly shape the customer experience. Your system is only as good as its frontline leaders While corporate America still struggles with gender balance at the top, franchising is quietly telling a different – and far more hopeful – leadership story, says Monica Feid, Co-Founder and COO of BizCom Associates. Franchisees are expected to build teams, create culture, and execute operations flawlessly. But many have never been taught how to do that. Some are new to business ownership. Others come from corporate backgrounds and quickly discover that managing hourly workers requires a very different skill set. It’s not about dashboards or emails. It’s about showing up, coaching in real time, and handling unpredictable moments with clarity and compassion. Unfortunately, few managers ever get the chance to develop those skills properly. One UK survey found that more than a quarter of managers had never received any management training. Globally, many managers work for years before receiving formal leadership development. Think about the habits, good and bad, that form during that time. In franchising, this challenge is compounded by legal caution. Franchisors often avoid offering people-management guidance to steer clear of joint-employer concerns. As a result, franchisees are trained extensively on marketing and operations, but rarely on how to lead a team. Yet there’s a clear difference between setting HR policy and helping franchisees become better people managers. Franchisees aren’t asking for mandates. They’re asking for tools. And when that support isn’t there, it shows up in high turnover, low morale, and inconsistent guest experiences. Let me give you an example. My daughter recently started working for a major global quick-service brand. From the outside, it looked rock-solid – strong systems, impressive technology, comprehensive training. But on her first day, she was placed in front of a computer to complete digital modules. No welcome. No conversation about the brand’s mission or values. Just tasks to complete. A few weeks later, she asked her general manager 56 GLOBAL FRANCHISE Issue 10.3