Multi-Unit Franchisee Magazine Issue III, 2017 - Page 27

2017 MVP AWARDS “We made the largest ‘ice cream pie’ on the Capitol lawn to demonstrate how many children were without healthcare.” PERSONAL Formative influences/events: I am fortunate to work with a franchisor that is the world leader in understanding that a business can be profitable as well as socially conscious. Over the past 18 years, I have witnessed how an ice cream cone can literally change the world. Businesses can learn to partner with other organizations or businesses that lead with their values. Ben & Jerry’s takes tremendous efforts to source products that meet specific criteria with non-GMO and fair trade standards and practices. They encourage franchisees to get involved in events that support the greater good, whether that is climate change, fair and equal voting rights, or non-GMO labeling efforts. Here in D.C. we work on all of these issues and so much more! We put our ice cream where our mouths are and have, through the years, built the largest “Baked Alaska” on the lawn of the Capitol to protest the ANWR drilling rights issue. We made the largest “ice cream pie” on the Capitol lawn to demonstrate how many children were without healthcare. We gave out our “I Dough, I Dough” flavor on the steps of the Supreme Court to celebrate the marriage equality decision! At each event, we were surrounded by loyal fans who love the brand and the fact that we do take a stand. Also in those groups were people who didn’t necessarily agree with our stand, but were happy to have us share our point of view. As a franchisee, this type of community outreach translates to shop sales. The loyal brand fanatics seek us out when deciding where to buy, and the general goodwill translates to a larger audience. Our sales are truly strengthened by the general public’s perception that we have the best quality ice cream and we really do stand for something that can effect real change in our neighborhoods and our countries. When we are not out changing the world, we truly are changing our communities by sharing our ice cream with local organizations that promote urban farming, river cleanups, cancer walks, reducing homelessness, promoting youth leadership efforts, the fight against autism, supporting the National Zoo, and Orange Wednesday for suicide prevention aware- ness. We are very proud of our work for fallen police officers and their families. While Ben & Jerry’s ice cream is working for social issues worldwide, here in D.C. our ice cream cones are truly changing our com- munities for the better. My entire team thanks our founders, Ben and Jerry, for being the role models for MANAGEMENT social change and encouraging not only me, but our entire system of franchisees to look at business as a way to effect meaningful change while increasing the profitability of every scoop shop! Key accomplishments: Washington Business Journal Best Places to Work (2017). JW Marriott Award for working with youth with disabilities (2014). Ben & Jerry’s Innovator of the Year Award. Ben & Jerry’s Marketer of the Year (awarded two times). Ben & Jerry’s Social Mission Leader of the Year. Ben & Jerry’s “Big O” winner for best system- wide operations. Multi-Unit Franchisee magazine’s MVP Community Involvement Leadership Award (2017). Work week: It is certainly not a work week, it’s more like a work season. Spring, summer, and fall are very busy, and every owner knows it really is a position that requires a lot of time spent working on the units. I do not really keep track. My team and I are fully committed to get the job done and love what we do. Luckily we all get some time to regroup and have some fun in the off-season! What are you reading? Turn this Ship Around: A True Story of Turning Followers into Leaders by L. David Marquet; Leaders Eat Last: Why Some Teams Pull Together and Others Don’t by Simon Sinek; and Catherine the Great by Robert Massie. Best advice you ever got: Anyone in the franchise business knows it is a leap to go from one unit to three. It is the first big leap and it can be difficult if you don’t make the jump from technician (actually running the shop) to management, which is teaching others to be responsible. Seventeen years ago, a business associate reminded me of my actual responsibilities: “You are not there to run your busi- ness from behind a counter, you are there to grow your staff into leaders.” Empowering your staff down to the lowest levels is the key to successful owner- ship. It is also the key to profitability and cost control. More importantly, it ensures the success of your busi- ness and builds a solid team for the long term. What’s your passion in business? Staff development. My entire shift, lead, and management team (except for one person) started working with