Getting you further through franchising

A top-down strategy, where the boss is the dictator, no longer works and there needs to be a collaborative approach in the office hierarchy where different perspectives are honoured and leaders show genuine empathy. In a coaching culture, leaders encourage people to find their own solutions which results in trust and engagement.

Senior leadership should explicitly state why the organisation needs to adopt this new mind-set in order to create clear expectations in learning and applying new skills. Fundamental coaching skills should be adopted coupled with regular peer feedback to keep coaching skills sharp.

Everybody in the organisation needs to have a strong grounding in the application of coaching and how to coach for change. Leaders need to practice coaching skills and discuss coaching challenges, whether it be peer-to-peer coaching or deploying external coaches. In addition, rewarding and recognising coaching behaviour should be built into the system.

Building this culture requires investment and commitment but this type of environment stimulates new ideas and innovation

Research conducted for my Master’s degree, shows that there is a very unique dynamic in the franchisor/franchisee relationship where the concept of agency or desire for freedom is always at play. 

In order to get franchisee buy-in, it is crucial that the support network for franchisees is equipped to manage the relationship. Coaching, of Franchise Managers, Operations Managers and all support staff, provides them with the tools and skills to navigate these relationships productively. 

We offer coaching for both individuals and teams (comprising franchisor teams; Field Service Consultants; a combination of franchisor and franchisees; a team of franchisees)

Transformational coaching doesn’t work on attaining superficial goals that are often unsustainable and rarely get the genuine buy-in of the coachee. 

While transformational coaching is outcome based, these outcomes are achieved by getting to the heart of what a coachee really wants and to discover the hidden treasures that will motivate him/her to authentically drive them. In addition, over and above personal growth, what invariably happens with this type of coaching, is that the coachee vicariously learns from the coach how to have empathy, listen and adopt an approach of reflective enquiry. 

This is then transferred to their dealings with their team and their customers, creating a flourishing environment all around and having a systemic ripple effect.

No. While we call ourselves “Franchise” Coaches, we are adept in coaching all those in the entrepreneurial space, be it self-starters or mature entrepreneurs who wants to refresh and gain new direction. We have many years of experience in dealing with entrepreneurs from diverse industries.

Yes. Many people struggle to adapt to a franchising culture and the change can be quite scary and intimidating. Coaching provides staff with the confidence and desire to move forward and embrace this change.