Taking the First Step Toward Resolving Franchisee Issues

The aim of our current series of posts is to provide Franchise Support Representatives with a set of tools for confronting and resolving issues with franchisees. The first step in this resolution process is to define the problem and establish what needs to be changed.

1. Define the issue with the franchisee.

Your discussion with the Franchisee should be framed from the outset by a clear definition of what the problem is. In addition to working through the immediate problem, you will be creating a model and strategy plans for dealing with future conflicts.

• In order to define the issue at hand, describe in specific terms what you've observed and experienced. Ask the franchisee to participate in the discussion by doing the same. He/she may need some prompting on your part through questions which elicit facts and feelings and serve to focus the discussion.

• Remember that the focus should remain on the issue, not on the individual.

• Avoid sweeping statements such as "Our communication has not been very good."

• Explain your position tactfully, specifically, and non-aggressively. Avoid attributing conflict to the other person's "bad attitude" or "personal style".

• Track the issue back to its roots, citing concrete and specific work activities. This approach should lead you toward a solution and away from further conflict.

2. Establish the reasons why the issue needs resolving, and what should be changed or improved.

If the franchisee does not actually feel the effects of the problem, he/she may not fully appreciate that it IS a problem, and he/she may then perceive you as being overly critical and intent on stirring up trouble where none exists. The job of the Franchise Support Representative is to help the franchisee recognize the problem and understand the benefits of resolving it.

• Illustrate the connection between the problem and the business operations of the franchise. This will help the franchisee to understand the implications of the issue from a business perspective, instead of viewing it as a personality clash or difference of opinion.

• Inquire about the franchisee's performance and results. Explain and demonstrate how resolution of the issue can positively impact the franchisee's targets and goals.

• Let the Franchisee in on your vision for a solution. Listen to their input so you can develop the strategy jointly, thus improving the chances for a successful resolution. This should be a collaborative process.