Multi-Unit Franchisee Magazine Issue IV, 2015 | Page 8

Chairman’sNote

The Simplicity of Dominance

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his issue highlights franchise companies that dominate. These are not just companies that have risen to the top and are merely competing, but those really separating
themselves from the pack.
Over the years, I have been very fortunate to have been exposed to many leaders
who have been very dominating. All of them seemed to have had a similar perspective on this
notion of dominance. They all shared some common belief that they didn’t see themselves
as dominant, but rather were constantly focused on all of the opportunities to improve their
businesses, constantly considering all the things they needed to do better. The truth is, most
of them had become very dominant in some specific way, giving them an edge and a strategic
clarity that drove their success.
I believe the simplicity of their “dominance” is their real secret.
Dominating starts with having a clear vision of what you want to be great at. In
our own business, a few similar focuses have propelled our ability to scale successfully. This focus must be simple enough to achieve, very clearly communicated, and
must be accompanied by a full-on commitment to surrounding yourself with the
talent and culture who believe in its merit. Sustaining such success lies within the
systems and tools that create replicability, as well as the routines and discipline to
see these tools through to execution. The key to each of these remains simplicity.
I’m asked a lot if it’s possible to set yourself apart when you are part of a franchise organization. I believe it’s very possible to dominate within a franchise model, in fact maybe even easier. The franchising model removes many of the day-to-day focuses
business owners are burdened with from the plates of franchise businesses owners. It frees
time for creative and innovative ways to win with people and culture, and allows for a greater
prioritization of time and energy toward your organization’s strategic objectives.
The greatest asset to any of our businesses is the engagement and passion with which our
teams embrace our vision. A franchising model provides a great template to keep these objectives the beneficiary of significant time and investment. This focus, paired with strong brands
and products, can create huge opportunity for dominance.
I encourage every franchisee to take the time to consider how and where they can dominate
inside their company and brand, to challenge themselves on whether their vision of what they
will be great at is clear, and on having perfectly communicated it. Challenge yourself to improve upon these goals and aspirations, and encourage others in your business to challenge the
status quo with regard to historical priorities.
Perhaps the true key to dominance is never acting like you’re dominant, but rather acting
with the hunger to always strive for domin