How do you create a sense of ownership and accountability among unit-level managers?

By nature, multi-unit franchise owners can’t be in each of their restaurants every day. Even the most involved franchisees must rely on a talented and dedicated group of managers to run the operations daily. So how do they instill accountability among the managers to ensure their restaurants are meeting their goals and expectations?

Franchise Update asked that question to several multi-unit restaurant franchisees. The interesting part of their responses is that they featured a mix of black-and-white procedures along with intangibles to lead and motivate their teams. The most definitive way to create a sense of accountability is by clearly establishing goals and defining success for the business. This is done through open and consistent communication, celebrating wins among the team, and supporting them through mistakes. Some may incentivize success through rewards and bonuses based on performance or tenure.

Other ways to increase accountability are less easy to define but can be just as effective. Franchisees can empower their managers to act and make decisions as if they owned the restaurant. This may establish a positive work culture that is felt across the entire team. It can create healthy competition in which everyone strives for success.

How franchisees go about creating this accountability is a major reflection of their leadership style. In this week’s Franchisee Bytes section, we asked other multi-unit restaurant franchisees about their management style. Many of their responses reflect the same sentiment, in that they try to empower their employees and give them the tools to succeed. They don’t micromanage, but will lead, support, and step in when needed. See the management styles below from some of the top multi-unit restaurant owners in the country.

Joe Saldana

Company: JKSK
Brands: 5 Smoothie King
Years in Franchising: 5

We create ownership and accountability by operating as one team and by celebrating our wins together, while openly communicating areas where we can improve. We believe that hard work inspires hard work, so we consistently share results that reflect the effort being put in across the organization. As teams see the connection between disciplined execution and positive outcomes, a healthy sense of competition naturally develops. That competitive energy helps build a winning culture and raises the standard of excellence across our units. Everyone wants to be part of a successful team, and as momentum builds, our managers become more invested, not just in their own performance but in helping one another succeed.

Stuart Ottinger

Company: OPG Holdings
Brands: 5 Another Broken Egg Cafe, 1 Mercy Kitchen, 1 BJ’s Pizza, 1 Palmyre
Years in Franchising: 23

It always comes back to culture. With eight restaurants across multiple concepts, I can’t be in every cafe every day, so managers must feel true ownership of their business. We empower them to make decisions and run their cafe as if it were their own. Our compensation structure reinforces that mindset by rewarding performance with no cap, so when the restaurant succeeds, they succeed.

I’m not a micromanager. Sometimes the wrong decision gets made, but that’s part of learning. I often tell managers to think of the restaurant like their own home. If this were your kitchen, would you buy four gallons of milk if you only go through one a week? That example helps guide thoughtful decision-making and builds confidence by encouraging managers to think intentionally about ordering, waste, and overall operations as if it were truly their own business. That mindset creates accountability and allows managers to be the visible leaders in the cafe, building strong relationships with guests who know them by name and are known in return.

Steven Young

Company: MLY Investments
Brands: 12 Freddy’s Frozen Custard & Steakburgers
Years in Franchising: 11

A combination of engagement, brand consistency, and financial incentive. We implement a quarterly bonus plan that drives store management to grow sales the right way by adhering to our pillars of success in hospitality, quality, and cleanliness. Additionally, our top leadership is part of a tenure-based plan that gives them a cut of the profits every five years. We’ve given out bonuses to our most loyal and hard-working managers, anywhere from $15,000 to $50,000 upon reaching their tenured mark.

Dan Sacco

Company: Central Coast Hospitality, Inc, dba Pancheros Mexican Grill
Brands: 3 Pancheros, 3 Your Pie Pizzerias
Years in Franchising: 21

Our mission statement is “Give every customer a reason to return,” and all management is tasked with making that happen on all shifts. All our managers and assistant managers have two bonus programs that reward their buy-in on what we are striving for in customer retention. We also run contests for crews who achieve high customer review scores. We spend time talking about serving the customer the highest quality products in a clean and friendly environment. It's great food in a welcoming environment.

Steve Zahn

Company: Tulsa Development Incorporated
Brands: 7 The Big Biscuit, 2 Sonic
Years in Franchising: 30

Accountability comes from clarity and empowerment. Each manager has defined performance targets, operational standards, and personal-development goals. They also have the autonomy to make decisions that impact their restaurant. We celebrate wins, coach through challenges, and aim to ensure managers feel the direct impact of their leadership on sales, hospitality, and culture. We also promote from within whenever possible. When team members see real pathways to growth, they take pride in protecting the brand and operating like owners.

Ron Parikh

Company: CMG Companies
Brands: 60+ Little Caesars, 190+ Sonic, 160+ KFC/Taco Bell, 60+ Rent-A-Centers, 40+ Ace Hardware, 30+ American Freight
Years in Franchising: 25

Our goal is to build strong, empowered teams by giving managers the tools, education, and support to grow their careers, not just run their shifts. That starts with teaching them the business side of operations, including labor planning and cost management, to cleaning routines and coaching techniques.

When expectations are clear and measurable, accountability becomes a habit. Managers are reviewed on goals like upselling and team development, with a clear roadmap for growth. With 8,000 to 10,000 team members, we focus on building leaders, not rescuing stores. When a GM builds a strong culture, it creates opportunity at every level. We’re in the people business, and the human factor is what separates a good brand from a great one.

Franchisee Bytes

What is your management method or style?

Hands-on to an extent, while also providing room for managers to grow and develop. Being highly collaborative, I’m in the field often, but I empower leaders to own their results.
-Amol Kohli, Managing Partner, Legacy Brands International/Chairman of the Board, Brix Holdings, Franchisee: 63 Orange Leaf, 60 Clean Juice, 36 Red Mango, 6 Humble Donut Co., 3 Souper Salad, 1 Smoothie Factory + Kitchen, Franchisor: 61 Friendly’s

My management style focuses on taking care of people and finding the right candidates for the long haul for their growth and ours. I trust people, but there is always verification, accountability, and responsibility involved.
-Sam Chand, CEO, Jasam Enterprises, 25 Checkers & Rally’s, 35 KFC

I would describe my management style as results-oriented and hands-on. I believe in leading by example and being actively involved in the process rather than just overseeing from a distance. While I maintain direct communication with my team, I also trust them to take ownership of their roles. I emphasize accountability, efficiency, and a strong work ethic, and I expect the same commitment from those around me. While I'm very results-focused, I also believe in fostering a supportive environment where people feel empowered to take initiative and contribute to our overall success.
-Jacob Webb, Franchise Owner, MPUT Holdings LLC, 22 Marco's Pizza, 4 Tropical Smoothie Cafe

I challenge my team each day to be better than they were the day before. I celebrate their strengths and wins, but try to spend the bulk of my time working with them on their growth opportunities.
-Alex Karcher, Operating Principal, JCK Restaurants, 61 Carl’s Jr., 11 Jersey Mike’s Subs, 8 The Human Bean, 8 Dave’s Hot Chicken, 1 Hawaiian Bros Island Grill

Lead from the front, and never ask people to do something you wouldn’t be willing to do. Always be direct in criticism and appreciation.
-Carrie Ayers, Owner/Operator, 6 Playa Bowls

Put the right people in leadership positions and provide the necessary support and resources to succeed.
-Tom Lovelace, Owner/President, Tom Lovelace Group, 96 Papa Murphy’s

I’m hands-on from a macro level. I do not believe in micromanaging, so if I need to micromanage you, you will not like it, and neither will I.
-David Weeks, CEO, The Bean Team, 9 Barberitos, 8 Dunkin’, 4 Newk’s Eatery, 1 Dunkin’/Newk’s co-brand

I believe in giving our team a solid foundation and the support they need to succeed. That means being accessible, providing tools, and empowering them to take ownership.
-Lawrence Kouri, Multi-Unit Owner-Operator, Dave’s Hot Chicken, 22 Dave’s Hot Chicken

We spend the necessary time with our team, listening, understanding their needs, and sincerely caring about them as people. That is how we gain their respect and loyalty.
-Phong Huynh, Co-Owner, Fuego Investment Inc., 30 El Pollo Loco

I try to support our leaders in any way that I can and provide a clear vision, continuous optimism, and relentless positive energy. We focus on operational excellence, and we try to be exceptional at what we do. All the details put together properly provide a fantastic product, fun atmosphere, and great working environment.
-Nick Crouch, Co-CEO, Dyne Hospitality Group, 118 Tropical Smoothie Cafe