Tips to leading through uncertainty and change
“Don’t go changing…I want you just the way you are.” So sang Billy Joel in the 1970s. Not so in the 2020s! That’s the view of Australian Greg Nathan of the Franchise Relationships Institute and master of the underlying dynamics of the franchisee-franchisor relationship.
As we eagerly await his on-line address to the delegates attending FASA’s Franchise Conference on the 26th October, we asked him to comment on the change compression that is creating so much angst for franchisors and franchisees in these trying times. “While we used to see franchise networks undergoing significant systemic change every 5 to 7 years, it’s now every 9 months”, observes Greg. “And these changes are increasingly overlapping. Little wonder we’re so stressed and tired.”
Expanding on his new FRANCHISE Change Model, which consists of 9 evidence-based principles to get franchisee buy-in to new initiatives, he shares some tips to help franchisors and franchisees cope with change compression.
The principles are based on solid psychological science and rigorous field research, and have been carefully crafted so they can be used by franchisors to guide the successful implementation of change.
Fairness: Can you logically demonstrate to franchisees that the change is fair and reasonable, and is not biased in favour of one party over another?
Respect: How will you ensure franchisees feel their experience and status as strategic partners is respected and valued?
Acknowledgement: Have you named the main concerns of franchisees so they feel their issues are understood?
Non-defensiveness: Has your management team embraced a growth mindset that enables them to genuinely stay open to franchisee feedback, and admit to mistakes?
Connection: Have you identified shared interests with franchisees, and articulated these to maintain a sense of unity and purpose? (Hint: These should include looking after customers, protecting the brand and staying ahead of competitors).
Helpfulness: Once they are onboard, have you developed the practical support, guidance and training that will enable franchisees to successfully implement the initiative?
Involvement: Have you created opportunities for franchisees to contribute and feel part of the process so they have a sense of autonomy, ownership and control?
Stakeholders: Have you identified and sought the input of sub-groups who will be affected for better or worse by the initiative, or can help it succeed?
Evidence: Have you pilot-tested and collected data on the success of the initiative, and are you able to explain the personal and business benefits to franchisees?
In case you hadn’t noticed, these nine principles spell FRANCHISE. If you’d like Greg to run a session on the tools, techniques and processes behind each of the FRANCHISE Change Model principles please get in touch.
For more information visit Franchise Relationships Institute
No-one understands what it takes to succeed in franchising like Greg Nathan. Greg has been a business psychologist for 40 years and is Founder of the highly respected Franchise Relationships Institute. His unique insights into how franchisees and franchisors can maximize their successes comes from his extensive research, and practical work, with over 550 franchise brands. Greg is author of several best-selling franchising books including Profitable Partnerships, and developer of many influential franchising models such as The Franchise E-Factor. He has also been the recipient of numerous awards for his contribution to the global franchising sector, including the IFA Crystal Compass Award for franchisor leadership, and induction into the Australian Franchise Hall of Fame. Greg’s enthusiasm for franchising, and his balanced, down-to-earth approach, come from his deep respect for small business owners, and his experience as a successful multi-unit franchisee and senior franchisor executive.