As the new year begins, franchisors often set ambitious goals for growth and expansion. A central part of this strategy is, of course, selling franchises. But in the rush to achieve big numbers, it can be easy to overlook one crucial piece of wisdom employed by many successful companies: hire slow, fire fast.
Greg McKeown did a great piece on this for the Harvard Business Review back in 2014. He talked about how this may seem like an insensitive approach, however, all things considered, it’s actually far more compassionate. There are obviously two parts to this methodology. Taking a slow and deliberate approach to ensure that you take the right people on in the first instance. And trying to force someone to do something or be someone they clearly are not, is not sustainable nor humane for either side. Not to mention the broader impact on the team by keeping someone on who isn’t a good fit. Therefore, ‘firing fast’ can be a far better option than the alternatives.
When applied to franchising, this old adage reminds us that selling franchises should be approached with care and precision. Every sale is more than just a contract; it’s the beginning of a partnership that can last at least five years. For franchisors, especially those just starting out, this decision-making process is critical to long-term success. Franchisors also don’t have the ‘luxury’ of immediate dismissal of a franchisee who is clearly not best-fit, but there are good ways of expediting an exit in a kind and compassionate way. The focus of this article is on the former and the latter will be covered in a future piece.
Why hiring slow matters in franchising
In the world of franchising, “hiring” refers to selling franchises—bringing on franchisees who will represent and grow your brand. For emerging franchisors, the first few sales are pivotal. The first five franchisees can set the tone for your entire system. They influence your reputation, the quality of operations, and your ability to sell additional units.
The next five to ten franchisees build upon that foundation, helping to attract the next fifty or even a hundred franchisees. Selling too quickly or to the wrong candidates can have disastrous effects, from inconsistent brand representation to operational headaches that detract time, money and effort.
A slow, deliberate approach to selling franchises ensures that both franchisor and franchisee have the time to properly evaluate the opportunity. This allows for questions to be asked, details to be clarified, and decisions to be carefully weighed. It’s not just about selling; it’s about forming a mutually beneficial partnership.
Refining your sales process for success
Having a structured process not only sets the stage for a successful sale but also reflects positively on your brand. It shows potential franchisees that you are professional, organized, and invested in their success.
Key elements of a strong process will include, clearly defining your target market in the beginning. Then you must ensure that your marketing tactics and messaging speak directly to your desired audience. Once you start getting enquiries, undertake thorough interviews to assess prospectives compatibility and determine if they are a good-fit. Franchisors are responsible for providing accurate and concise information about their business and the expectations of their franchisees, through a carefully prepared franchise disclosure document (FDD). Lastly, although it depends on the sector your business is in, building in a deliberate 90-day (or longer) sales cycle affords both sides the time and provides an opportunity for both to review and reflect, before proceeding.
While setting ambitious sales targets for the year is important, franchisors must also consider their operational capacity. If your team can sell a high number of units, that’s great—but can your operations team support them? Expanding too quickly can strain resources, dilute training quality, and ultimately harm your brand. A franchisor’s ability to support new franchisees during their launch phase is just as important as securing the sale itself.
As you plan for the year ahead, think about how many franchises your team can realistically sell in a quarter, while maintaining a high standard of support and training. This balance is key to sustainable growth.
The start of the new year is a time for setting bold goals and looking ahead to growth. For franchisors, this means refining your process and approaching franchise sales with care. By building systems and processes that enable you to hire slow, you set the foundation for long-term success, ensuring that every partnership strengthens your brand and contributes to a thriving franchise network. How to ‘Fire fast, the right way’ will be addressed in Part 2.
