Here's how you can deliver targeted, effective feedback in a franchising career.

In my opinion both the stakeholders have great responsibility of feedback to each other >>Franchisor to Franchisee: Strategic guidance, marketing insights, and system-wide improvements. >>Franchisee to Franchisor: Operational challenges, customer feedback, and local adaptations. My 20 years of experience says, The successful franchises thrive when both roles collaborate, communicate openly, and share a common goal: brand excellence.

T?o importante como entender as fun??es, é entender o momento de cada franqueado, seja em rela??o a seu estágio de desenvolvimento, como também o momento de vida (pessoal e profissional). Respeitar a demanda do franqueado é fundamental e deve sempre vir antes de se dar novos inputs. Se você pretende que seu feedback seja ouvido, saiba respeitar o momento do outro.

Umas das quest?es que sempre priorizei principalmente com os prospects que chegavam interessados na franquia e os franqueados, era entender o a congruência entre o sonho de ser dono do seu próprio negócio, disponibilidade em aprender/seguir o padr?o da franquia, bem como o capital disponível e o tempo de matura??o do negócio com rela??o ao seu custo fixo (fazia um coaching financeiro). Pois desafios maiores a que iniciar, manter um negócio funcionando é ter que encerrá-lo. é preciso entender as partes, principalmente na quest?o franquias onde há de certa forma uma jun??o das partes franqueador x franqueado.

Entendo que é crucial compreender o papel e a responsabilidade das partes envolvidas, incluindo franqueadores, franqueados e equipe. Os franqueados devem entender que fazem parte de uma rede maior e devem seguir os padr?es estabelecidos pelo franqueador, ao mesmo tempo em que oferecem feedback específico e construtivo sobre áreas de melhoria. Os franqueadores, por sua vez, devem estar abertos ao feedback dos franqueados, ajustando suas estratégias conforme necessário para garantir o sucesso de toda a rede. Além disso, é importante encorajar uma cultura de comunica??o aberta e transparente entre os membros da equipe, permitindo que contribuam com insights valiosos para melhorar o funcionamento interno da opera??o.

The feedback is mutual. Franchisee’s insights are key to improve franchise model and support system. Franchisor’s feedback is a clue to success as all know how is there, with no need to look for the answers, many of them are in the hands of a brand owner. What is necessary is understanding that both are partners and provide transparency in the communication in both ways.

Goals can be short-term and long-term, depending on what you wish to accomplish. Short-term goals typically can be accomplished within a few months. Long-term goals take longer to achieve, requiring at least six months, or up to several years from now. Measurable goals allow you to see when you need to reduce them into steps to make them more attainable. To stay focused on what you want to achieve, try using a whiteboard or online platform to outline your goals. Don’t shy away from seeking help throughout the process.

I find it useful to have 6 months goals and have overview of the results every month introducing correction methods and action plans

If the relationship between franchisee and franchisor is a win:win. IE both parties are benefiting from the relationship then feedback is a blessing and should be taken constructively because it benefits both parties. This is equally applicable for feedback given by the franchisee to the franchisor. In my experience of over 20 years in franchising some of the best ideas for network development comes from the franchisees. Any good franchisor would welcome and encourage feedback, but would also expect to be able to provide it to their franchisees too.

Certainly! Building trust within your franchise network is crucial for winning together. Open Communication Culture: Create a Safe Space: Regular Check-Ins: Support and Valuation: Acknowledge Efforts: Recognize franchisees’ hard work and dedication. Celebrate milestones and achievements Provide Resources: Offer training, tools, and resources to help them succeed. Constructive Approach: When giving feedback, focus on specific actions and outcomes. Be solution-oriented rather than fault-finding. Shared Goals and Understanding: Align Objectives: Ensure franchisees understand the overall brand vision. Empathy: Put yourself in their shoes. Understand their challenges, market dynamics, and operational realities.

I find it useful to remember always to be specific and at the same time gentle with the best intentions at heart. Franchisee is the one who pays your salary after all.

Lembre-se de se reportar a a??es ou comportamentos, e nunca criticar a pessoa em si. Um comportamento específico pode ser alterado, já ao se referir à pessoa, você pode colocá-la em "modo de autodefesa", ou que inviabiliza o resultado esperado do feedback.

Lembre sempre que a franqueadora deve ser vista como uma biblioteca de solu??es para situa??es que já foram vividas na rede. E o franqueador é, muitas vezes, um facilitador, um consultor, que entende a necessidade de um franqueado específico, demonstra que outros já passaram por isto, e que temos uma possível solu??o. O melhor cenário é sempre sair com um plano de a??o com papeis definidos (tanto para o franqueado quanto para o franqueador).

**Encouraging Dialogue for Effective Feedback in Franchises:** - **Two-Way Communication**: Instead of dictating changes, engage in dialogue with franchisees. - **Empowerment**: Invite their perspectives and solutions. - **Innovation**: Collaborative discussions lead to innovative ideas. - **Valued Voices**: A dialogue-based process ensures everyone's input is heard and valued. This approach strengthens the franchise network.

Encouraging Dialogue for Effective Feedback in Franchises: Two-Way Communication: Instead of dictating changes, engage in dialogue with franchisees. Empowerment: Invite their perspectives and solutions. Innovation: Collaborative discussions lead to innovative ideas. Valued Voices: A dialogue-based process ensures everyone’s input is heard and valued. This approach strengthens the franchise network.

Stay focused on your goals and objectives. Remember: objectives have measurably tasks to conquer, whereas goals typically are more general in nature and are a bit less specific. To see if you have hit an objective, get out whatever you are using for a measuring tape, keep it in sight every day, look at it every morning, and reward yourself for every objective you achieve. You can put your objectives and pretty soon , often sooner that you expect, you will achieve your bigger goals. Mick Riddiough

I think Measuring Performance is a critical part that hasn’t been made clear enough in the prior steps. Agreeing the targets is a small part, the critical step is to measure and monitor the ongoing performance at regular intervals, then scorecard and share results where it’s not sensitive or market controlling behaviour. You should use the open dialogue opportunities to talk about the SMART actions that are being taken to close the gap on any underperformance, in a collaborative and constructive way. Relationships are king in franchising.