“A company — and a region or territory — has a lifecycle that ages,” says Jim Sullivan in Multi-Unit Management. “Infant, youth, adult, middle age, maturity. Each stage of this growth curve brings with it different leadership, knowledge and resource needs based on a company’s maturity and growth stage.”
Leadership is situational, and like a sports coach, Franchise Business Consultants need different playbooks for different situations. Here are seven experience-based tips on setting franchise goals.
1. Think Big When Setting Franchise Goals
According to Harvard Business Review, challenging goals can drive greater effort and performance when they are specific and paired with clear deadlines. The underlying point: ambitious goals can create focus when they are measurable and realistic enough to guide action.
2. Work Backward From Your Goal
Visualization can be a useful goal-setting tool. Imagine the world two years from now, when the goal has been achieved. What steps had to happen to get there?
It’s not enough to look busy. Many FBCs can spend enormous energy moving in multiple directions without moving the region forward. Define the end state, then work backward to identify the most important milestones.
The original article included a legacy externally hosted franchise-goals timeline graphic. That image is not in staging Media, so the fragile dependency has been removed while the work-backward framework remains.
3. Understand Your Franchisee’s Ecosystem
Context is key when helping franchisees reach their goals. Sullivan argues that multi-unit managers should consider how changes in policy, technology, competition, marketing, diversity, and local leadership affect the unique operating environment of each store.
Changing one part of the system — equipment, training, talent, policy, procedure, or resources — can have consequences across the rest of the operation.
4. Hit Financial Targets by Conveying the Big Picture
Set franchisees up for success by sharing the “why” behind the “what.” Strong leaders develop other leaders rather than making themselves indispensable. Teaching others creates a culture of excellence and continuous improvement across the organization.
5. Pay Attention to the Little Things
Walt Disney’s focus on details is often used as an example of how small standards shape the customer experience. Sullivan summarizes the lesson simply: “The little things mean a lot; don’t compromise your standards, know your non-negotiables, and never underestimate the importance of the mundane.”
6. Embrace Change
Adapting with the times is a hallmark of strong field leadership. In an environment shaped by digital disruption and changing customer expectations, resisting change can leave both franchisees and the brand behind.
7. Live Your Passion
According to Sullivan, “The most powerful weapon on earth is the human soul on fire.” Employees want meaning in their work, and customers respond to organizations led by people who bring energy and purpose to the experience.
If leaders cannot create that energy, employees and customers may go somewhere else that better supports motivation and engagement.
Measure Progress Along the Way
The best way to help franchisees reach their goals is to measure performance consistently, coach against clear targets, and connect goals with the daily operating behaviors that influence them.
