Multi-Unit Franchisee Magazine Issue I, 2013 | Page 29

MEGA

Management method: “Hands-off, advisory style.
Give people a job and let them do it.
Doesn’t always work, however, and then I adopt the
“boa constrictor” method. Slither in, slowly coil around the
situation, and tighten the coils.”
MANAGEMENT
had been so successful. Woodward replied that
her husband had a great sense of humor. Maureen appreciates that about me, too, and it has
helped keep our relationship fun.
What gets you out of bed in the morning? Responsibility.
What’s your passion in business? There
is nothing I enjoy more than seeing people succeed and rewarded for their endeavors and that I
played a role in it.
How do you balance life and work? I
force myself to back off from the business. I don’t
want to sound like the proverbial broken record,
but I follow the principles of Covey’s Seven
Habits. Manage your life by working on what is
important in the four dimensions: Physical—
work out at least three hours every week; Emotional—spend quality time with my wife, family,
friends, and key associates; Mental—read often,
play chess, play music; Spiritual—pray/meditate and attend church regularly. Give back to the
community.
All this is easier said than done. Work is a
priority, but I realized back when I turned 40 (see
biggest mistake above) that a life chasing money
and prestige would result in a hollow eulogy at
my funeral one day. Quite simply, what is it I
wanted said at my eulogy? That David knew
how to squeeze a penny and make a buck? No. I
want people to say that I made a positive impact
on them and everything I was involved in. I have
essentially made that my mission statement.
Last vacation: We took the week off around
Labor Day weekend and spent it with our daughter Marilyn and son-in-law Kaleb visiting Bryce
Canyon and Zion National Park in Utah.
Person I’d most like to have lunch with:
My wife.

Business philosophy: Grow profitably.
Management method or style: Hands-off, advisory style. Give people a job and let them do it.
Doesn’t always work, however, and then I adopt the “boa constrictor” method. Slither in, slowly coil
around the situation, and tighten the coils.
Greatest challenge: Leading our associates within evolving markets and an uncertain economy.
How do others describe you? Good question. I’m not sure I would want to be a “fly on the wall”
when they’re doing it.
One thing I’m looking to do better: Turn around problem stores more effectively.
How I give my team room to innovate and experiment: Everyone has responsibility.
How close are you to operations? Fairly close.
What are the two most important things you rely on from your franchisor? 1) communication (sales figures, what’s working, best practices, market trends, advertising strategy, etc.); 2)
training, both operations and technical.
What I need from vendors: Honesty, consistency, competitive pricing.
Have you changed your marketing strategy in response to the economy? How? Our
business tends to be anti-recessionary (people keep their cars longer and repair/maintain them during
these times), so if anything we have been looking for opportunities to grow locations while real estate
prices have dropped from their peaks.
How is social media affecting your business? Unclear. My feeling is that social media is just
another communication avenue similar to word of mouth, and that like word of mouth, perhaps it’s more
credible to the various, online communities. If that’s the case, it would be more powerful than mass advertising in the long run, either boosting or busting your business depending on your product and/or service.
Its initial impact could be small in the short run.
How do you hire and fire? I hire based on experience, attitude, and references. I fire based on lack
of honesty, incompetence, or consistent failure to perform.
How do you train and retain? We train through on-the-job training, training offered by the franchisor, and our own homespun training classes. We retain by establishing relationships with our employees
and offering incentives that reward them for performance.
How do you deal with problem employees? First, try to understand them, why they are a problem and whether or not they’re capable to work through it. If they do not turn around within a reasonable
period of time (and that time varies depending on the job function and position), then they must go.
Fastest way into my doghouse: Whine and complain.

Multi-Unit Franchisee Is s u e I, 2013



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