The Short Answer
To build a franchise management team, list the decisions and tasks only you currently handle, then decide which to hand over first. Promote or hire a manager with clear responsibilities, measures and authority, train them using your franchisor's programme, and meet weekly on a short set of numbers. Step back gradually, checking results rather than doing the work yourself. Get legal and accounting advice before changing pay structures or offering equity.
Key Takeaways
- Write down what only you do today; that's your handover list.
- Give managers outcomes and authority, not just tasks.
- A short weekly scorecard replaces constant checking.
- Step back in stages so standards hold.
- Developing managers is a skill owners need to learn too.
By The Numbers
- 52%
- Of employees who quit said their manager or organisation could have done something to keep them. (Gallup, 2019)
- 51%
- Of departing employees said no leader discussed their job satisfaction or future in the three months before they left. (Gallup, 2019)
Map what only you do
For two weeks, note every decision and task that comes to you. Group them: daily operations, people, customers, money, growth. Most owners find much of the list could be done by someone else with the right training.
Choose the first role
Start with the role that frees the most of your time without risking the business: often an operations or shift manager. Define what they own, the numbers that show success and the decisions they can make without asking you.
- Outcomes they're responsible for
- Three to five numbers you'll review together
- Decisions they can make alone, and spending limits
Promote or hire
Internal promotion keeps knowledge in the business and shows your team a path to grow, but your best frontline worker isn't automatically a good manager. Look for people others already go to for help. If you hire externally, use a structured interview and a practical task.
Train managers, then step back in stages
Use your franchisor's manager training and add your own standards. Meet weekly on the scorecard. Over a few months, move from doing, to reviewing, to coaching. If numbers slip, return to coaching rather than taking the work back.
Frequently Asked Questions
When should a franchise owner hire a manager?
- Usually when your time on day-to-day work is the main thing stopping growth, and the numbers can support the cost. Check the figures with your accountant first.
Should I offer my manager equity?
- It's possible but complex. Speak to a franchise lawyer, an accountant and your franchisor before offering any ownership.