Lead

Note: This is part 2. For the first four of the 8 tips, lick here for part 1.

A new book contends that to be competitive in today's fast-paced, technology-laden world, leaders and organizations must overcome their "human-ness." "Ironically, being human helps us and hurts us," says Edward D. Hess, a professor at the University of Virginia's Darden Graduate School of Business and author of Learn or Die: Using Science to Build a Leading-Edge Learning Organization. To stay relevant, he says, people must "de-humanize" themselves by overcoming qualities that hold them back from becoming the best thinkers and learners they can be.

Hess says that research in neuroscience, psychology, and behavioral economics has provided an unflattering picture of the way people think and learn...

A new book contends that to be competitive in today's fast-paced, technology-laden world, leaders and organizations must overcome their "human-ness." "Ironically, being human helps us and hurts us," says Edward D. Hess, a professor at the University of Virginia's Darden Graduate School of Business and author of Learn or Die: Using Science to Build a Leading-Edge Learning Organization. To stay relevant, he says, people must "de-humanize" themselves by overcoming qualities that hold them back from becoming the best thinkers and learners they can be.

Hess says that research in neuroscience, psychology, and behavioral economics has provided an unflattering picture of the way people think and learn. While humans have the capacity to be highly efficient, fast, reflexive thinkers, our "autopilot" thinking isn't very critical or innovative...

Charlie Morrison wasn't looking for a new opportunity. He was already at the helm of Pizza Inn and was the driving force behind the brand's innovative Pie Five concept. But in June 2012, he couldn't turn down the opportunity to take the reins at Dallas-based Wingstop, which he says offered him the chance to run a larger, growing company in an expanding market space.
Wingstop now has more than 650 restaurants worldwide and signed commitments for more than 500 more, the most in the brand's history. In 2013, the company notched its 10th consecutive year of same-store sales increases (9.9 percent), and domestic AUV rose to $974,000.
"In fact, over the past 2 years, our same-store sales have grown 23.6 percent," says Morrison. "That is almost unheard of in the fast-casual segment and certainly for chains our size, and we expect the strong momentum to carry forward this year...

We asked Jeff Cox, president and CEO of Colors on Parade, what changes he’s planning for the brand’s lead generation practices in 2015. Here’s what he had to say.

In 2015, we plan to continue to shift more resources toward PR and social media. The quality of the leads we have seen from these sources over the past year have reinforced our commitment to move toward lead generation techniques that allow us to share our story and to attract candidates that are a great fit for us. Our franchise is unique in several ways, so finding the right franchisee is critical to our success. Leads coming from sources that educate the candidate on our brand and business before first contact tend to be better qualified, which allows us to spend time with the best candidates...

More often than not, we have to make decisions with less-than-perfect information or insight. That's just life, especially as a leader. The biggest common denominator of great leaders and great leadership teams is the ability to make good decisions with less-than-perfect information. But how do we make a decision when there are "gaps" in our information?

One of my favorite decision-making guidelines is the 80% Rule. The essence of the rule is that 80% solutions are usually good enough - especially in business, since we typically make dozens of material decisions every week as we deal with the myriad of issues afflicting every company.

Shooting for "good enough" might seem counter-intuitive or even lazy since, for many of us, the idea that it is unacceptable to aim for anything less than perfection has been deeply embedded in the psyche...

"Before you are a leader, success is all about growing yourself. When you become a leader it's all about growing others." --Jack Welch

Everyone who has a job has a boss or manager, but does everyone have a leader? You never hear people complain about leaders, but every day someone somewhere complains about their boss or manager. First, leadership is action, not position. Just because someone is in a role of control does not mean they are a leader.

All managers have to do some leading, and all leaders have to do some managing. The best leaders are typically poor managers, and the best managers are typically poor leaders. Finding the right balance for the job is what is really important. Every enterprise needs a mix of leaders and managers...

Tariq Farid is an amazing guy. He's passionate about his employees, his community, his family, and his religion, and based on a 2½-hour visit with him at his Wallingford, Conn., headquarters, if there were an award for the Nicest Guy in the World, he'd be on the list.
His family moved to the U.S. from Pakistan in 1981, when he was 12. From humble beginnings, including his father working multiple jobs and the family not having enough to eat, today Edible Arrangements--the company he founded with his brother in 1999--has more than 1,200 locations, $510 million in system-wide sales, and employs close to 10,000 people in 14 countries.
Great numbers, to be sure, and an immigrant success story well chronicled since Edible first took the franchising world by storm...

The Roman philosopher Epictetus once said, "Books are the training weights of the mind." Seneca, Roman statesman and philosopher, opined that, "The most important knowledge is that which guides the way you lead your life."

Combine these two pieces of wisdom and you have an undeniable truth: reading is an exercise that enriches our minds and our lives and the way we think, feel, and behave. It allows us to gather an assortment of dots, but more important, to connect those dots to expand our knowledge.

It's easy to gravitate toward the comfortable, familiar reads. Reading is an exercise in thinking and to get better at it, it's important we go beyond our comfort zone and tackle more difficult subjects that seemingly have no relevance...

In one of our most recent franchise surveys, 62 percent of CEOs and operations VPs and directors responded that they do not have a formal training program for their operations consultants and field staff. For those who do, 83 percent indicated that their training lasts from only hours to two training days at most. Not much of an investment given what's at stake.
The support staff has the responsibility to: 1) drive franchisee performance; 2) drive franchisee satisfaction; 3) ensure franchise compliance; and 4) create engagement and alignment.
What follows are some general thoughts on how to increase and improve franchisee performance through improved coaching and development of your support staff.
• Coach the coaches...

Change in a franchise system is inevitable. All franchise brands across all segments--food, home services, health and wellness, B2B, and others--eventually come to a point in their growth where the choice is clear: either change and continue to grow, or remain stale and gradually fade away as more progressive competitors pass you by.
Having been in the restaurant industry since age 14, I've seen my fair share of "change gone good" and "change gone bad" situations. Some of the most expensive events are when change isn't handled correctly. I've learned that whether it's small tweaks to a menu or entire system-wide rebranding programs, in a primarily franchised system the deciding factor of the success or failure of change and of enlisting the support of the franchise partners has been, and always will be, trust...

1. Successful brands sell during boom and bust times. Whether it was the Gulf War, dot.com bomb, Katrina, or Great Recession, veteran brands know that change is constant, and that long-term growth is the ability to re-evaluate, adapt, and tackle economic storms. "Waiting for things to get better" is the road to brand erosion. You can't change the economy, but you can change yourself. To paraphrase Bob Dylan, "The times they are always a-changin'."

2. Satisfied, profitable franchisees drive recruitment. More than 100 franchise brands confirmed that strong growth is the direct result of satisfied franchisees making money, according to Franchise Update's 2014 Annual Franchise Development Survey. The study further notes that franchise concepts without compelling FPRs in their FDDs are losing out...

Rich Wilson needed to earn money for his college education. The way he saw it he had two choices. "I could either spend a summer crab fishing in Alaska or start my own business," recalls Wilson, president and CEO of CertaPro Painters. "I decided to stay dry."
So in 1987 he became franchisee of College Pro Painters, a painting company that targets business-minded students. It worked out: he made enough money to pay off his tuition bills and enjoyed running a business so much that, rather than following his plan to attend law school after graduation, he joined College Pro's corporate team, becoming a division vice president by 1992. He spent the next 5 years with the organization before a couple of career turns at Aamco and Maaco before settling in at CertaPro Painters in 2003...

Joseph Schumacher, CEO of Goddard Systems and its 410 locations, traces his franchising career back to 1977 at Maaco. Founded by his brother-in-law Tony Martino (recently inducted into the IFA's Hall of Fame), Maaco was a good fit for Schumacher, who was making a good living and enjoying the work. A few years into it, Schumacher noticed that certain legal ramifications could determine system and franchisee success or failure and made a career-changing decision: while still working at Maaco corporate, he began attending law school at night.
"My last few years at Maaco I was director of legal administration," says the 59-year-old. "It was a great role, and I enjoyed it so much that I left the brand to go into private law practice, where I provided outside counsel to Maaco and other franchise brands...

Julia Stewart
CEO, DineEquity
System revenue: $7.2 billion (Applebee's $4.2 billion, IHOP $2.7 billion, company units $292 million)
No. of units: 3,612 (2,010 Applebee's, 1,602 IHOPs)
Public or private: Public
Growth plans: Build on the iconic status of our brands through our culture, brand equity, and positioning, providing quality to our guests, and development. One of the tenets of our plan for continued growth is innovation--in our menu, guest experience, and our restaurants, domestically and abroad.
Year founded: IHOP 1958, Applebee's 1980 (Following the acquisition of Applebee's in November 2007, the name was changed to DineEquity, Inc., effective June 2, 2008.)
Began franchising: IHOP 1960, Applebee's 1985
Years with company: 15 years in the Applebee's and IHOP brands, the past 12 as CEO of IHOP/DineEquity
Years in franchising: 30-plus
Number of international locations: Applebee's, 150; IHOP, 51

Questions

How has your life experience made you the leader you are today?My very first experience in the restaurant industry was a job as a server at my local IHOP, which began a lifelong love affair with the restaurant industry...

Rich Wilson needed to earn money for his college education. The way he saw it, he had two choices. "I could either spend a summer crab fishing in Alaska or start my own business," recalls Wilson, president and CEO of CertaPro Painters for the past 4 years. "I decided to stay dry."

So in 1987 he became a franchisee of College Pro Painters, a painting company that targets business-minded students. It worked out: he made enough money to pay off his tuition bills and enjoyed running a business so much that, rather than following his plan to attend law school after graduation, he joined College Pro's corporate team, becoming a division vice president by 1992. He spent the next 5 years with the organization before a couple of career turns at Aamco and Maaco before settling in at CertaPro Painters in 2003...

Joseph Schumacher, CEO of Goddard Systems and its 410 locations, traces his franchising career back to 1977 at Maaco. Founded by his brother-in-law Tony Martino (recently inducted into the IFA’s Hall of Fame), Maaco was a good fit for Schumacher, who was making a good living and enjoying the work. A few years into it, Schumacher noticed that certain legal ramifications could determine system and franchisee success or failure, and he made a career-changing decision: while still working at Maaco corporate, he began attending law school at night.

“My last few years at Maaco I was director of legal administration,” says the 59-year-old. “It was a great role and I enjoyed it so much that I left the brand to go into private law practice, where I provided outside counsel to Maaco and other franchise brands...