Multi-Unit Franchisee Magazine Issue I, 2013 | Page 47

reconnect

MEGA

MANAGEMENT
Business philosophy: You get what you expect, so set your expectations
high. Stay focused.
Management method or style: I believe in empowering other people
to do a great job. I’ve never been a micromanager. Set expectations high and
then let your team go out and exceed those expectations.
Greatest challenge: Not just meeting, but exceeding our customer expectations every single time: 100 percent customer satisfaction in 54 restaurants in
four states 365 days of the year.
How do others describe you? Intense, fair, hard-working, and honest.
One thing I’m looking to do better: I’m always looking for more
patience. You can never have enough of that, and I hope to continue to evolve
into a more patient person.
How I give my team room to innovate and experiment: I believe
in independence. We’re all driving to the same place, we all have the same
goals. If your idea is better than mine, let’s do your idea.
How close are you to operations? I hear feedback directly from our
stores on a daily basis. In the restaurant business if you lose touch with your
restaurants you probably won’t be in the restaurant business any more.
a by-product… and there is always their
mother to keep us in line.”
At 52, Saxton has no plans to go anywhere but up, though he did transition
in late 2011 from president to executive
chairman to focus on strategic planning
and long-term strategy. Kirk Lanier, who
was a general manager for McAlister’s
before joining Saxton in 1998 to help
expand the brand, was named company
president. The restructuring has allowed
Saxton to step away from daily operational
duties and focus his leadership and energy on the company’s big picture future.

What are the two most important things you rely on from your
franchisor? Three D’s: Development of the concept, Define where our brand
stands