Active Participation: Executive Sponsors are Game Changers in Franchise Recruitment

By: Art Coley
Published: December 21st, 2025

Let me get right to the point: If you’re an executive/senior leader in franchising and are not actively participating in your brand’s recruitment, you’re missing out on one of the most important levers for long-term system success. I’m not talking about micromanagement. I’m talking about strategic, intentional executive sponsorship that connects vision to execution.

Your presence as an executive in the recruitment process does more than look good. It produces results. Brands that increase regularly, quarter after quarter, tend to have engaged leadership. It’s not always in an excessive or flashy manner, but in significant, high-trust, high-touch ways that elevate teams while also engaging candidates.

Dual roles, real impact

Executive sponsorship has two sides:

You serve as an advocate, inspector, and aligner. Your duty is to provide your recruitment team with the resources, tools, clarity, and responsibility they require.
You serve as a brand ambassador and build credibility outside. You’re there to motivate prospects, foster trust, and reveal the reality about what it takes to succeed in your system.

I frequently remind executive teams that your recruiters are not simply selling an opportunity; they are also filtering for fit. Your responsibility is to ensure that this happens with clarity and conviction.

Equip, don’t hover

Just to be clear: Oversight does not imply micromanagement. It entails showing up in the proper ways:

Hold a weekly one-to-one meeting with your recruitment manager and use your recruitment reports to guide the agenda to troubleshoot what’s working and what is not.
Attend monthly team meetings. You don’t always have to be the one to take the initiative; simply showing up and listening can be enough to have an effect.
Ensure proper organizational design and resource alignment. I’ve seen brands aim for 30 annual signings while only having the capacity for 12. The gap leads to burnout, broken/strained trust, and stalled momentum.
Contribute to FDD review, particularly Item 19. When executive sponsors go through the FDD as if they were candidates, it always strengthens the document and conversations.

People respect what you inspect, not what you expect. That principle has stuck with me for years. It’s a simple truth, and nowhere is it more critical than in franchise recruitment.

Move the needle

Candidates nowadays are discerning. They’re wary, cautious, and conducting more due diligence than ever before. That’s exactly why your voice matters. When a CEO or VP picks up the phone and says, “Hey, I see potential in you,” it carries weight. It matters.

Here are a couple of factors that move the needle:

Encourage recruiters to identify remarkable candidates early (Steps 1 or 3). A brief, sincere email, call, or text from you can leave a lasting impact. That early executive engagement often becomes a turning point in a candidate’s journey.
Be active on discovery day. Open the day by welcoming candidates, setting the tone, and expressing genuine appreciation for their time. Join them for meals, initiate conversations, and lead the Q&A session with humility and transparency. Your leadership presence doesn’t just elevate the experience; it reinforces the culture you’ve invited them into.
Stay involved post-awarding of a franchise. If a candidate hesitates after receiving their award letter, a personal outreach from you can help them cross the finish line. Once they join the system, continue checking in throughout their early months. Ask about their confidence and clarity, not just performance metrics. You’ll earn their trust and uncover insights others won’t hear.

Willing to go the extra mile? Record a brief video walking through the key sections/themes of the FDD. Hearing your voice explain the essentials can demystify the legal language and reinforce your leadership presence before a candidate signs.

Truth telling

Let’s finish with something deeper than tactics.

There are two kinds of recruitment: one built on narrative, the other rooted in truth. Narrative is polished, promotional, and often curated for effect. Truth telling, on the other hand, is grounded in honesty. It’s real, courageous, and unafraid to acknowledge the tough parts.

The most impactful leaders I have worked with, the Hall of Famers, are truth tellers. They do not sugarcoat or sell illusions. They present a clear and honest view of the opportunity, including the rewards, the challenges, and the potential. They communicate in a way that builds trust and inspires people to move forward with confidence.

The most powerful thing you can offer isn’t a pitch. It’s the truth delivered with boldness, consistency, and the kind of presence that moves people to act.

Let’s go to work!

3 High-Impact Moves To Make This Month

Call a standout candidate and personally affirm their potential.
Join your team’s next weekly meeting.
Check in with a new franchisee just to ask, “How’s it really going?”

Art Coley is CEO of CGI Franchise. Using the proven Recruitment Operating System (ROS), Art and the ROS team help franchise companies implement and execute a predictable, repeatable, and sustainable franchisee recruitment program. The company is based in Temple, Texas, and works with brands worldwide. Contact Art at 281-658-9409 or acoley@cgifranchise.com.