Rules 3 and 4 for Confronting & Resolving Issues with Franchisees

Part 3 of our series on Confronting and Resolving Issues with Franchisees outlines the third and fourth rules for the Franchise Support Representative to follow:

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

Acknowledge the possibility that your own information regarding a problem or issue may not be complete. A better appreciation of the complete picture will be achieved by asking the Franchisee for his/her views and input.

In addition to giving you an opportunity to get all of the information, 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, telling them that you need their perspective in order to mutually determine a solution.

Listen carefully, to gain a thorough understanding of what they have to contribute. Do not interrupt until they are finished, except to interject the occasional word of encouragement urging them to express their point of view openly and fully.

4. Discuss with the Franchisee various ways 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 can be used as a technique to generate ideas that may ultimately be combined in one comprehensive and creative solution. The processing of brainstorming is simple and can be a productive and often enjoyable experience shared with Franchisees, which helps to solidify the "team" spirit.

First, list all of the possible ways that each person can think of to improve the situation / solve the problem. Do not evaluate or criticize any of these ideas until you have completed the list. At that point, go back and review and assess all of the alternatives, eliminating some, perhaps combining 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.