Choosing the right manager for your franchise store

Effective store management will mean increased productivity and a smoother running of day-to-day operations, but in order to achieve this, store owners face the daunting task of finding a skilled and trustworthy manager.

Nicolas de Sousa, HR, operations and marketing director of Traditional Brands, parent of the "Old Fashioned" Fish and Chips franchise, highlights important factors to consider when selecting a new manager for your store. "For a franchise operation to succeed, elements such as service, traceability, product and presentation should be predictable in nature. An experienced manager will ensure that these processes are adhered to," said De Sousa. "All parties involved in the franchise model thrive on certainty. Your store manager will guide the consumer experience and how your brand personality is portrayed, as well as your relationship with other company stakeholders, such as suppliers and financial institutions."

According to De Sousa, a poorly managed store tends to operate with a far riskier gung-ho approach. This is not only counterproductive, but is also unattractive to investors and suppliers, resulting in restricted access to resources and business opportunities for the store owner.

Poor communication leads to presumption

Clear communication is an important component in the skillset of a potential manager, particularly considering the diverse range of backgrounds in South Africa. "The ability to effectively engage with employees, customers and suppliers is vital," said De Sousa. Poor communication leads to presumption, and once presumption occurs you will find a lack of proper understanding and many areas of fault." De Sousa advises to look out for clear instances of solid social understanding when analysing a candidate's experience.

Another important quality to look out for is emotional intelligence. "Being able to understand the needs of both employees and customers, as well as what the business needs on a day-to-day basis, is a valuable quality in a manager," said De Sousa. Included in this skill is the ability to resolve conflicts and weaknesses within the business, while ensuring staff feel heard and supported. "It's no secret that a well-motivated team means a better chance at business success and, as such, the ability to inspire staff is a fundamental factor for success."

"Staff also react positively to being involved in creativity and an ideal manager should be able to foster all forms of creative input," advised De Sousa. "If employees are able to see their own ideas and creativity brought to life they will be even further inspired - and this will often help create an emotional investment in the business from your employees."

Red flags to look out for

There are certain red flags to look out for during the screening process. "One to keep in mind is that many people are able to sell themselves well, but lack the necessary skills background and industry understanding." The challenge for potential store managers is to prove their experience. "Check all references carefully and look out for concrete examples of a broad general knowledge of business, as well as more focussed experience within your particular field."

Once you've found your ideal candidate, De Sousa advises that training is the crucial next step. "Training is one of the main reasons people invest in franchises. It empowers staff and provides a reliable grounding of product, operational and customer knowledge. It also makes the prospect of working for your brand more attractive to potential employees as they are given the opportunity to increase their own skillset," De Sousa explained. "Training should be viewed as an ongoing process and not just a one-off activity. Once a skill is developed, the repetition of that skill creates a positive habit. This kind of consistency and traceability takes pressure off of upper management, such as the owner and franchisor, who will rely on the manager to maintain the operation in a predictable, safe and sustainable manner."

"With a lack of knowledge comes a lack of responsibility," warned De Sousa, "you will be hard pressed to hold your staff members accountable for something that was never properly understood in the first place. It is the responsibility of the owner and franchisor to ensure training is provided regularly."

Remember that the person walking into the interview is supposed, potentially, to be the mirrored reflection of your organisation, a brand ambassador of sorts. "The operational grounding of your brand and product must be traceable through this person and their understanding of your processes. During interviews make sure to ask specific and in-depth questions to determine whether an applicant's actual knowledge is consistent with their claims," concluded De Sousa.