CEO Q&A: Describe your leadership style.
In each issue of our Franchise Update magazine, we profile franchise CEOs and presidents, asking each the same set of questions. Their responses say a lot about who they are, their culture, their values, and where they're taking their companies. We focus the Q&A on four areas: Leadership, Management, Personal, and the Bottom Line.
Throughout the year, we'll be selecting one of those questions - and providing answers from the previous year's profiles. If you'd like to learn more about these franchise leaders and what they have to say on other topics, just click the link back to their full profile.
This week we ask the 8 CEOs we profiled in 2018 to describe their leadership style.
Rob Price, CEO and President, School of Rock
My style is to make decisions using disciplined thinking, demand clear plans of action, and confront hard truths in an intellectually honest way. I take the work really seriously. However, I don't take myself very seriously. Read full profile here.
David Lopez, CEO, Dental Fix Rx
I'm driven by the strategic plan we set out to achieve that is managed by numbers. We look at performance, KPIs, and I look to see if we are hitting our goals. This allows me to pinpoint where the bottlenecks are within the business so I can prescribe a solution. My leadership style is holding people accountable to the numbers that they were assigned within the plan. If there needs to be modification, I will troubleshoot within the review of the 90-day plan to leverage improvement. Read full profile here.
Nicole Ossenfort, CEO and President, Liberty Tax
I have a collaborative leadership style. I believe in engaging people at all levels of the company to better understand where we're succeeding and where we may need to make changes to keep the brand thriving. Read full profile here.
Larry Oberly, President and CEO, SpeedPro Imaging
I have a collaborative and consultative style. I encourage my team to set objectives and then provide the support they need to achieve them. I also like to be a devil's advocate by challenging assumptions and pushing the outcomes with the most impact. I don't have an open-door policy, I have a no-door policy. I will almost always drop what I'm doing to answer a question or tackle an issue with the team or a customer. I don't ever want to be the bottleneck. Read full profile here.
Tammy Whitworth, Chair and CEO, Window World
Very inclusive. I learned early on that I needed to surround myself with an intelligent and capable staff, which I have done. I make it a point to ask my team for opinions and advice, and I give their views careful consideration before I make the final decision. Read full profile here.
Carl T. Howard, President and CEO, Fazoli's
I am very analytic in nature so I am always digging into new guest data and working on the mathematical equation of our model. Overall, I am a hands-on leader and I like to participate in decisions, but I let my team really drive the brand. Read full profile here.
Shannon Hudson, CEO and Co-Founder, 9Round Franchising
I try to push everyone to be a CEO in their own position. If a team member is pushed each week to deliver, they will grow into an incredible asset for the company. Just like pushing your muscles in a workout in order to experience results (it's gonna hurt), I do the same with my team. You have to be pushed to greatness. It doesn't just happen. Read full profile here.
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