Back when my husband and I were operating three M&M Food Market stores on Vancouver Island, one of our biggest local marketing investments was flyer distribution. We’d send out about 15,000 flyers per location based on customer geography.
The cool part? Our loyalty program provided heatmap data that showed exactly where our customers were coming from. The goal was to use that data to determine how many flyers to send and where.
The problem was, we were new to the island, super busy with three locations, and didn’t know the local demographics very well. So our field coach offered to take that work off our plate, analyze the heatmaps, make the decisions, and send us the plan.
We were grateful. It saved us time. But here’s what happened next:
That coach got reassigned.
And when the new coach came in, we had no idea why certain neighborhoods had been selected, or why others had been cut. We didn’t know what assumptions had been made. And because we hadn’t been part of the process, we couldn’t replicate or evolve the strategy. We lost sales. And we lost confidence.
What’s the problem?
Consulting is doing the work for someone.
Coaching is teaching them how to do the work themselves.
When field coaches default to consulting, they may solve the problem quickly, but they don’t build the franchisee’s capability. They don’t transfer skills. And they unintentionally create a cycle of dependency.
In our case, the field coach could have walked us through the data, explained the logic behind the decisions, and taught us how to use the software. That would’ve taken a little more time up front, but saved a ton of confusion (and revenue!) later.
Why franchisors default to consulting
Even today, with all the talk of “empowering franchisees,” I see this same mistake happening over and over again. And it’s not always malicious. Sometimes it’s just faster and easier to do the thing.
It’s like parenting, when your kid’s struggling to make a sandwich, sometimes you eventually just make it for them so you can get out the door. But that doesn’t help them learn.
It’s the same with field coaches.
They want to be helpful. They want to be seen as credible. And for some, there’s even a bit of a power trip, “I’m the smart business consultant who has the answers.”
But here’s the problem:
Franchisees don’t need more answers.
They need better thinking.
And when field coaches aren’t trained to coach, when they’re rewarded for solving instead of guiding, they end up chasing problems instead of building businesses.
What coaching looks like in the field
I can tell you from experience that franchisees aren’t looking for fluffy conversations. They want practical, results-focused support. So coaching can’t be theoretical, it has to be tactical.
Here’s what great coaching looks like in action:
Transferring skills, not just solutions
When a coach walks a franchisee through a pricing strategy or a sales process, they’re not just solving the problem. They’re building capacity. That’s where the ROI kicks in, franchisees get smarter, faster, and more confident over time.
Asking before answering
Instead of jumping in with fixes, great coaches ask things like:
“What do you think is driving that result?”
“What options are you considering?”
“What outcome are you aiming for?”
This pulls the franchisee into ownership, and that’s where behavior change happens.
Tolerating the tension
It’s uncomfortable to watch someone struggle. But real growth happens in the discomfort. Coaches need to be trained to hold the space, to resist rescuing, and instead support the franchisee through their own discovery.
What happens when you get it right
When field coaches stop consulting and start coaching, everything changes:
- Franchisees become less dependent on the coach
- Field visits shift from firefighting to strategy
- Coaches stop being on-call 24/7, which creates better retention
- Franchisees make better decisions—and own the outcomes
- Performance improves at both the individual and system-wide level
And most importantly:
Field support becomes a lever for growth, not just maintenance.
Final thought: coaching is possible (and necessary)
I’ve heard franchisors say, “But our franchisees don’t want to be coached.”
Here’s what I say to that: you’re probably coaching wrong. Or they are resisting the term “coaching” because they don’t understand how it will benefit them.
Franchisees want support that helps them succeed. They want someone who understands the business and knows how to draw out their best thinking. They want to be challenged, encouraged, and equipped. And at the end of the day, they want to put more money in their pocket.
Coaching isn’t just possible, it’s the essential lever that unlocks hidden profitability for all.
And if you want real ROI from your field support team, it’s time to stop solving, and start coaching.
Now go be awesome!
