The role of area managers has evolved in most franchise networks in recent years from a supervisor, offering directions, to a facilitator, helping select the best options. As I showed in my previous article, this is a result of changes in the relationship between franchisors and franchisees. So the question is: what is the most effective, powerful solution to assist franchisees – is it advising or coaching?
Statistics
The evolution of the franchise industry calls for the reorientation towards coaching. First, franchisees of several franchise networks gained experience and maturity, and developed advanced skills as entrepreneurs. It became increasingly difficult to find area managers whom they would find credible and experienced enough. As you will see from this article, a coaching approach might be a solution to this issue. Second, some networks increasingly promote multifranchising[2], which makes the role of managers even more complex. Coaching might take some load off their shoulders and allow them to direct their energy towards more strategic actions. Finally, Y Gen franchisees are known to respond better to coaching than to instructions, and statistics show that their number in networks is on the rise: 20% of franchise top management and 10% of franchisees, and growing exponentially.[3]
Advisor vs. Coach
Both have the laudable goal to provide support to franchisees. The differences may seem subtle, yet they are evident in what is said or not said to franchisees, or what is done or not done. Here are a few examples:
From Advising to Coaching
A fundamental change is needed to coach franchisees rather than advise them. Out of habit, most area managers and advisors tend to give their opinion and to suggest solutions, or simply put, to take the lead in each issue. These are normal reflexes considering the nature of their work. It is also consistent with the franchise relationship model where the franchisor feels obliged to provide maximum services to franchisees. However, feeding ready-made answers to franchisees is nothing more than a short-term solution. In the long run, they might get used to turning to the territory manager for answers and guidance, and fail to develop leadership skills. As we showed in the previous article on the franchise network relationships, coaching helps networks to grow by making each franchisee independent, self-reliant and responsible for the development of his company. A coach has a relationship of equals with franchisees; he is neither better nor more experienced. He remains impartial and enables them to gain clarity in understanding the situation by asking strategic questions. He applies powerful tools and effective methods to develop the skills of franchisees.
Coaching Methods
There are many coaching methods. The important thing is to find the one that suits you best. The GROW[4] model is a simple yet powerful framework to apply to your coaching sessions. It basically consists of four distinct steps, during which the coach offers guidance through strategic questions:
Although the four-step process seems straightforward, it is the execution that might be tricky. Coaching is a philosophy, a collaborative approach and a rigid method. It is about asking the right questions. There are many traps along the way. When I was giving coaching training, I saw how difficult it might be for some to avoid falling victim to their well-anchored habits. Once they master coaching techniques, they realize how much they can actually help their franchisees make better decisions, solve problems, learn new skills and live up to their full potential.
In Part 2 of the article to be posted in April, we will discuss the main mistakes franchise network advisors make when they transition to coaching. We will address the most common challenges in the implementation of this change in order to assist your franchisees and help you grasp the subtlety of coaching.
Sylvie Grégoire, MBA, CRHA
President, Totem Performance organisationnelle
[1] Sir John Whitmore, Coaching for Performance, Fourth Edition
[2] Sir John Whitmore, Coaching for Performance, Fourth Edition
[3] franchiseblast.com/how-forward-thinking-franchises-coach-their-franchisees/
[4] Sir John Whitmore, Coaching for Performance, Fourth Edition
