Franchise Update Magazine Issue II, 2013 - Page 30

Grow Market Lead 28 Human resources the individual’s personality and the behavioral requirements of the position. The wider the gap, the more difficult the job becomes, and the more energy required for completion. • Tier III denotes the actions necesGetting the people side of your business right sary to do the job. For example, these actions can include calling on prospecehavioral metrics is just a about 20 qualities that would make for tive customers, distributing samples, dofancy way to say, “Measuring an ideal franchisee, or work from this ing X number of presentations, selling the people side of business.” list if it fits: retail, or closing new business. If the concept is unfamil• Tier IV signifies the metrics we use Analytical iar, it’s because behavioral metrics rarely Able to follow rules to measure performance. How many Big picture thinker make it to a P&L. Sure, in most well- Assertive presentations did they do? How much Consensus builder run organizations we measure the costs Collaborator did they sell? How many samples did Deals well with ambiguity Deals well with pressure of turnover, employee engagement, and they distribute? When we drive results, Good listener Good with numbers leadership development, but let’s take it we ultimately achieve our Tier V results. Good with people Great closer a step further. For example, think about Holds others accountable Leader • Tier V represents the results, or measuring the difference between the Multi-tasker Problem-solver outcome. For many franchisors, the personality profiles of high-performing Results-oriented Self-confident best Tier V results come in the form franchisees and those unable to make Strategist Troubleshooter of the Ideal Franchisee. When a franthe grade. Why are some capable of chisee matches the behavioral requiremeeting or exceeding expectations, but Second, look at the list of qualities ments of the position, job performance others aren’t? and determine which ones are skills is typically stellar and usually carried By knowing the financial and behav- and which are behaviors. The differ- out flawlessly. It can really be a thing ioral gaps that exist between best and ence: skills are learned in school and of beauty. However, it works both ways. worst performers, franchisors can im- behaviors come from our personalities. The wider the gap is between a franprove their selection of the right fran- More than likely, the majority of the chisee’s personality and the behavioral chisee—and influence the performance list will include behaviors. requirements of the job, the more enof existing franchisees. Whatever can be Going through these two simple ergy necessary to accomplish the job. measured can be managed. steps makes it easier to see why behav- Those with the wider gaps go home at ioral metrics are helpful. Most of what the end of the day feeling emotionally The 80/20 rule franchisors seek in franchisees lies in drained because they’ve spent the day Since entering the New Millennium, the essence of their personality. going against their natural grain. franchisor ́