Global Franchise 10.3

attention to. So, what can we all learn from those leading the way? The most effective leadership is communicated clearly and reinforced consistently.Women leaders who master that voice can articulate vision, inspire action, and build trust across organizations. One such example brings 43 years of service – and a Hall of Fame induction – as proof of her playbook. In 2024, the IFAmade history by inducting Catherine Monson, CEO of Propelled Brands, as a solo female honouree into its prestigious Hall of Fame, an honour awarded only twice before in the organisation’s history. From her early days at Sir Speedy to her leadership at FASTSIGNS and now Propelled Brands, Monson’s impact spans generations of franchise growth. During her two-year term as IFA chairwoman throughout the pandemic, she became a steady and authoritative voice at a time of immense uncertainty. As businesses shut down and the definition of “essential” was debated, Monson rallied the franchise community, lobbied inWashington, authored thought leadership, and kept the IFA visible and vocal. The result was access to PPP funding, survival for countless small businesses, and a roadmap from crisis to resilience. Successful women franchise leaders also demonstrate a strong commitment to ethics and principled leadership, a perception backed by research. A 2022 study by social psychologist Mansi P. Joshi, PhD, found that female leaders raise organizational trust and reinforce perceptions of fairness simply through their presence. Mary Thompson, CEO of BNI Global and Chair of the IFA, exemplifies this values-driven approach. A former U.S. Marine, Thompson consistently leads with discipline and integrity in global franchising. “The real magic happens when you build a great system, train to it, hold people to high standards, and foster trust,” she says. Research fromHarvard Business Review reinforces what many women leaders already know: mentorship matters. Women advance faster, perform better, and stay longer when they have effective mentors and sponsors. That belief is reflected in leaders like Stacey Ryan, President of School of Rock. After stepping into her former role as COO, Ryan felt a responsibility to create opportunity for others and founded FrontWomen. org, a community dedicated to supporting women in leadership. “A lot of it is just knowing you’re not alone,” Ryan said in an interview. At the franchisee level, resilience often defines success. Melanie Whipple Ramos, named 2024’s Franchisee of the Year for Blue Moon Estate Sales, embodies that reality. After being furloughed fromDisneyWorld following a 25-year career, Ramos leveraged her leadership training, navigated relocation, built a team of 20 employees, and became the system’s top-performing franchisee. If there’s one constant across these stories, it’s this: franchising remains one of the great equalisers in business.Women franchise leaders are not only succeeding – they are building enduring and inclusive legacies too. for feedback on how she was doing with customers. “I don’t know – I haven’t been watching you,” the manager replied, before walking away. That’s not a systems issue. It’s a leadership issue. And it happens every day. Hourly workers make up the majority of the workforce in food service, hospitality, retail, and care services. Many are younger, juggling school, caregiving, or second jobs. They may not see the role as a long-term career, but that doesn’t mean they lack talent or potential.What they often lack is a manager who knows how to unlock it. When employees feel seen, supported, and respected, loyalty and performance rise dramatically. That gap is what led me to write Stop the Shift Show and then develop the Hourly Employee Management System (HEMS), informed by franchisees who are getting this right. In the UK, Amrit Dhaliwal ofWalfinch Independent Home Living has retained up to 90% of his team through personalized welcomes, regular check-ins, and handwritten notes. In Florida, Ray and Andrew Howell operate 19 Tropical Smoothie Café locations by living a simple principle: “Hire right, train ’em right, treat ’em right.” And in the northeastern U.S., Gary Robins leads 66 Supercuts salons through recognition, accountability, and care. If franchisors want more high-performing operators, they need to better equip the ones they already have. That doesn’t mean control or compliance. It means offering optional, practical training on interviewing, onboarding, feedback, coaching, and culture-building. Franchising is about replicating a model. But behind every model is a person responsible for bringing it to life. Strong brands are built by strong leaders, and that starts by helping franchisees lead people well. 57 GLOBAL-FRANCHISE.COM Ins ight