Managers in Multi-Location Brands Make Assumptions—and How That Can Lead to Trouble
Explores the danger of 'meta-assumptions' in franchising and the need for supportive systems like digital hubs and role-specific training.
The Danger of Unexamined Assumptions
Assumptions are an essential part of human nature. We all make them—whether it's assuming your key staff will follow procedures correctly, or that your franchisees understand the importance of brand standards.
While assumptions allow us to function efficiently, failing to question them can lead us astray. Just ask Nokia or Blockbuster.
For franchisors and managers running multi-location brands, the assumptions we make about our operations, staff, and franchisees can deeply impact success or failure.
Dangerous Assumption #1: Good Employees Will Rise to the Top
Many leaders assume that if someone excels at running a location, it's because they're naturally talented. This can be dangerous when we overlook the role that training, support, and process play in success.
Reality Check: Great location managers are made, not born. Success comes from training, mentorship, and support systems. Instead of relying on natural talent, build systems that provide every location with the coaching and resources necessary to succeed.
Dangerous Assumption #2: If They Wanted to Follow SOPs, They Would
Leaders often grow frustrated when staff fail to follow established procedures. It's easy to assume that if someone really wanted to do things right, they would.
Reality Check: Motivation alone isn't sufficient. Both franchisees and frontline staff need the right environment, tools, and structures to succeed. Simply telling them to "follow the manual" won't work without supportive systems.
The Power of Supportive Systems
Franchisees and location managers, like sales teams, need support structures to perform well:
Clear operations manuals accessible in the moment
Real-time task management tools
Ongoing training and development
Accountability systems that track execution
Meta-Assumptions: The Hidden Danger
Beyond specific assumptions, leaders often make "meta-assumptions"—assumptions about the nature of assumptions themselves:
*"Our training is sufficient"*
*"If there were problems, we'd hear about them"*
*"Our franchisees know what they're doing"*
These meta-assumptions prevent us from even questioning our operational assumptions. The fix? Build systems that surface reality rather than confirming what we hope is true.
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