Resolve Franchisee Issues by Encouraging Input and Discussion

Our continuing series on Resolving Issues with Franchisees provides guidelines for the Franchise Support Representative to follow in attempting to find a solution to contentious problems with a franchisee.

Create an atmosphere in which the Franchisee feels free to share his/her view on the matter.

Acknowledge the possibility that your own information regarding the problem may not be complete. You can get a better appreciation of the total picture by asking the franchisee for his/her views and input. In addition to giving you an opportunity to see the problem from the other side, this attitude makes the franchisee feel that you respect his/her opinions and sincerely want to encourage their input. The result will be a solution based on complete information, which is to everyone's benefit.

• Start by assuming that your own knowledge of the situation is incomplete.
• Invite the franchisee to fill in the gaps by assuring them that you need their perspective in order to help develop a mutually beneficial solution.
• Listen carefully, to gain a thorough understanding of what they have to contribute.
• Encourage them to express their point of view openly and fully.

Brainstorm with the franchisee to come up with a variety of methods to improve the situation.

When you collectively generate a list of possible solutions before making a final decision, all parties involved have a chance to contribute their ideas. Your aim should be to create an atmosphere of trust and collaboration in which all options can be frankly discussed, and the pros and cons of each weighed.

Brainstorming will help generate ideas that may ultimately be combined in one comprehensive and creative solution. The processing of brainstorming with your franchisees can be a productive and often enjoyable experience which helps to solidify the "team" spirit.

• First, list all of the possible ways that each person can think of to improve the situation and cure the problem.
• Do not evaluate or criticize any of these ideas until you have exhausted all possibilities.
• At that point, review and assess all of the alternatives. Eliminate those that are unworkable, revise / rework / redevelop the others until together you arrive at the most appropriate course of action.
• Make sure the solution you develop works for everyone. It should be practical as well as fair – feasible, effective and acceptable by all staff.

Delegate tasks and agree on what each party will do to improve the situation.

You are far more likely to arrive at a positive solution if both you and the franchisee can agree on the specific actions each of you will take to improve the situation. Do this in a timely fashion, while the facts are still fresh in both of your minds. This creates "ownership" of the problem and of the solution, and enables you both to express your commitment to the issue. A clear action plan indicating how each of you will participate in the solution will avoid confusion later on.

The best policy here is to lead by example. In your own delegated task, for instance, immediately commit to specific action to improve the situation. Even if you are not responsible for the problem, you will make it easier for the Franchisee to act if you take the first step toward a solution.

Follow up!

Set one or more completion dates by which tasks must be accomplished under the action plan, then meet with the franchisee to discuss how your solutions are working. The follow-up meeting will allow you to evaluate your progress and to readjust your plan together as a team, which turns it into another valuable team-building exercise.

In some cases, the proposed solution will not completely resolve the conflict or problem on the first try. The process of bringing up and resolving issues with franchisees takes both skill and patience. When the desired results are finally achieved, be sure to openly show your appreciation to the franchisee for his/her contribution to your mutual success.