Franchise Update Magazine Issue II, 2011 | Page 21
Leadership:
You Can Do It, Too
Five precepts for franchise executives
By Jon L. Luther
B
y its very definition, the word “leader” evokes the
concept of change. Leaders take us toward or away
from something, into a new reality. But change
is almost always frightening, and leaders have to
persuade their teams that the risks are worth taking, that the
work is worth doing, and that the payoff will improve their
lives. I’ve been through that process many times, and I’m here
to tell you that it can be done—and that you can do it, too.
At three of the companies I have led—CA One Services,
Popeyes, and Dunkin’ Brands—I began by looking for the epicenter of the brand, the hidden or ignored “strategic heartbeat”
that could be leveraged into a new or more powerful product
or service. It’s one thing to identify your company’s strategic
heartbeat, reset strategies, and transform your organization,
but it requires the discipline of leadership. I have no monopoly
on wisdom, but I have made enough mistakes to have learned
a thing or two. Here are a few precepts I’ve drawn from my
experience that may help you in your own role as a leader.
1. Leaders are optimists. Businesses never seem to
run out of Doubting Thomases who will find reasons to throw
cold water on any new idea. True, critics fulfill an important
function, providing a skeptical point of view that any massive
undertaking needs and deserves. But leaders have to be upbeat.
If the leader isn’t optimistic, who will be? How can you fire
up others if you don’t show some fire of your own? If I hadn’t
been upbeat about identifying the new strategic heartbeat of
the Dunkin’ brand as coffee-based, the idea would have stalled.
Besides, being an optimist is more fun.
Grow Market Lead
2. Leaders know when to stop. When you’re in the
midst of a turnaround, it’s tempting to change everything. My
advice: Avoid change for the sake of change. When I called for
Dunkin’s switch in emphasis to coffee, some colleagues urged
me to “get Donuts out of our name.” My answer was always
the same: “Not on my watch.” Dunkin’ Donuts is not a product, it’s a brand, and I wanted to protect the brand heritage.
That’s the name people associate with the good things they’ve
experienced at our stores for 60 years. By the same token, although we have updated the look of the places, we’ve made
sure to retain some of the traditional elements, including the
DD on the door, an orange chair, and the framed photo of
our original store. Those features are part of what keeps our
loyal, long-term customers coming back.
3. Leaders sweat the details. A good idea is never
enough; it takes meticulous planning and execution to put
the concept into practice. If we hadn’t insisted on getting the
right coffee blends, the right espresso machines, and a speedy
process for getting the coffee to the customer, the espresso
initiative would have been a costly disaster. Never take execution for granted.
4. Leaders use their intuition. Scientists have spent
centuries trying to describe and explain the workings of human intuition. It’s not something most business people pay
much attention to—it’s too intangible. Not for me. At CA
One, Popeyes, and Dunkin’, I found intuition to be every
bit as important as meticulous research in identifying the
strategic heart of a brand, which is the first step on the road
to corporate rejuvenation. Of course, you first need to steep
yourself in the history and operations of your company and
its industry. In other words, leaders need “informed intuition.”
5. Leaders lead. As you go through your career, moving
toward more responsible jobs, you’re always advised to listen
to what your seasoned leaders tell you so you can learn from
their broader and deeper wisdom and experience. That’s all
well and good, up to a point. At some juncture your focus has
to shift away from listening and learning—and you have to
start leading. That happened to me at CA One, when I decided
to execute my gateway plan, and at Popeyes when I moved us
to “Cajun—Our Way,” and at Dunkin’ when we realized we
were no longer just the little neighborhood donut store but,
in fact, the chain that keeps America running.
Throughout all these transformations, I never stopped
listening to and learning from other people—that’s a process
that should last all through your life—but when I had found
what I believed were the right plans at the right times for
these brands, then I was ready to lead, to stake my job and
my career on that. Leaders have to do that. n
Jon L. Luther is chairman of the board of Dunkin’ Brands.
He became CEO in 2003, CEO and chairman in 2006, and assumed the chairman role in 2009. Previously, he was president of
Popeyes Chicken & Biscuits and before that president of CA One
Services. For more of his leadership insights, download his e-book,
What’s Your Strategic Heartbeat? Contact him at jon.luther@
dunkinbrands.com.
Franchiseupdate I ssue I I , 2011
19