Multi-Unit Strategies - Discipline of Patience
The need to grow from hands-on management to influential leadership is a challenge every franchisee must overcome on their way to becoming a successful multi-unit operator. Though the journey is different with no one-size-fits-all approach, there are well-trodden paths to making the transition from day-to-day management to strategic leadership. Successful multi-unit operators understand that the path to great leadership never ends.
We recently interviewed a number of operators who shared their secrets to making the transition from managing to leading. Here's some of what they had to say.
Allen Peake, a former multi-unit, multi-brand owner who was CEO of RMS Family Restaurants, where he operated 135 restaurants under five brand names before selling in 2000.
Pause for perspective
The transition from the daily grind to strategic leader often requires the discipline of patience--a trait that has served longtime franchisee Allen Peake well. Over the years, Peake has seen what works and what doesn't. He's been a multi-unit, multi-brand owner and was CEO of RMS Family Restaurants, where he operated 135 restaurants under five brand names before selling in 2000.
During a transition of growth and leadership it's sometimes good to step back and pause for perspective, says Peake. "It is absolutely critical that you not grow too fast and make sure you are well-positioned from a people standpoint before you really get going," he says. "That is where people fail: they grow too fast without the people infrastructure in place."
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