Franchise Update Magazine Issue II, 2013 | Page 30

Grow Market Lead
28

Human
resources
the individual’s personality and the behavioral requirements of the position.
The wider the gap, the more difficult
the job becomes, and the more energy
required for completion.
• Tier III denotes the actions necesGetting the people side of your business right
sary to do the job. For example, these
actions can include calling on prospecehavioral metrics is just a about 20 qualities that would make for tive customers, distributing samples, dofancy way to say, “Measuring an ideal franchisee, or work from this ing X number of presentations, selling
the people side of business.” list if it fits:
retail, or closing new business.
If the concept is unfamil• Tier IV signifies the metrics we use
Analytical
iar, it’s because behavioral metrics rarely Able to follow rules
to measure performance. How many
Big picture thinker
make it to a P&L. Sure, in most well- Assertive
presentations did they do? How much
Consensus builder
run organizations we measure the costs Collaborator
did they sell? How many samples did
Deals well with ambiguity Deals well with pressure
of turnover, employee engagement, and
they distribute? When we drive results,
Good listener
Good with numbers
leadership development, but let’s take it
we ultimately achieve our Tier V results.
Good with people
Great closer
a step further. For example, think about Holds others accountable Leader
• Tier V represents the results, or
measuring the difference between the Multi-tasker Problem-solver
outcome. For many franchisors, the
personality profiles of high-performing Results-oriented Self-confident
best Tier V results come in the form
franchisees and those unable to make Strategist Troubleshooter
of the Ideal Franchisee. When a franthe grade. Why are some capable of
chisee matches the behavioral requiremeeting or exceeding expectations, but
Second, look at the list of qualities ments of the position, job performance
others aren’t?
and determine which ones are skills is typically stellar and usually carried
By knowing the financial and behav- and which are behaviors. The differ- out flawlessly. It can really be a thing
ioral gaps that exist between best and ence: skills are learned in school and of beauty. However, it works both ways.
worst performers, franchisors can im- behaviors come from our personalities. The wider the gap is between a franprove their selection of the right fran- More than likely, the majority of the chisee’s personality and the behavioral
chisee—and influence the performance list will include behaviors.
requirements of the job, the more enof existing franchisees. Whatever can be
Going through these two simple ergy necessary to accomplish the job.
measured can be managed.
steps makes it easier to see why behav- Those with the wider gaps go home at
ioral metrics are helpful. Most of what the end of the day feeling emotionally
The 80/20 rule
franchisors seek in franchisees lies in drained because they’ve spent the day
Since entering the New Millennium, the essence of their personality.
going against their natural grain.
franchisor ́