You chose the system, the products or services it offers, and the reputation it carries. But ultimately, you are not the brand. You represent it—but the people walking through your doors each day work for you. Their paycheque carries your company name, not the franchisor’s.
So, ask yourself: What makes your business different from the others down the street or across town? In a world full of franchise opportunities, why would someone choose to work at your location? What makes them stay? Why do they leave? The answer often comes down to something deceptively simple—but not always easy to build: organizational culture.
The franchise system provides the structure, the playbook. But, it’s our job as franchisees to bring that structure to life—to give it a heartbeat. Culture can’t be an old poster on a breakroom wall. It must be alive in every interaction, every standard, every decision. And even if you’ve been in business for years, it’s never too late to (re)ignite the spark.
And, while each franchise location may carry its own personalities and energy, the core values that guide behavior should remain clear and consistent amongst all your locations. If we want to create a place where people choose to work and grow, we must be intentional. That starts with knowing who we are—or, sometimes, who we aspire to be. We don’t just want to develop better employees; we want to help build better people.
We began with some big questions: Why do we do what we do? What would make us want to show up to work every day? What kind of people do we want to attract and retain? What qualities do our most successful team members have? What are our non-negotiables?
But, as owners, we, also, realized something very important: what we want may not always align with what our employees value. So, we engaged them in the process.
After completing our own brainstorming, we invited our leadership team to do the same exercise. What defines our top performers? What does a great workplace look like? What matters most to the team? What are top candidates looking for when choosing an employer? We filled pages with their ideas.
Then came what was perhaps the most critical step: we invited some of our best employees to participate. We brought together newer hires who were thriving and longer-tenured team members who consistently lived out our standards and values. We wanted them involved.
After the three working sessions were complete, we laid out all the flipchart notes and began pulling the common threads. From there, we created a draft of our Core Values document and invited everyone back to review and finalize it together.
The result now hangs laminated and visible in every backroom. These aren’t just a group of words and phrases on a poster; they’re a living part of our brand. Our very name—KLASS ACT Group (a combination of some of the founding families’ initials)—aligns with these values. We use, “Are you being a Klass Act?” as a quick way to reflect on choices and behaviors.
Our values aren’t just a philosophy—they guide our entire employee journey. In our salon, they’re embedded in:
- Interview questions
- Hiring decisions
- Onboarding and development
- Recognition and rewards
- Performance feedback
- Difficult conversations
- Exit interviews
New hires read and sign the values document as an important step of their onboarding process. This isn’t just a formality—it’s a commitment. Not just to a job, but to a way of operating.
And, we have to ask ourselves regularly: Are our leaders modelling these values every day? Do their actions reflect them in how they treat staff and customers? Because employees don’t just leave jobs—they leave managers.
In a competitive labor market, we can’t afford to be “just another job.” We strive to be an employer of choice. Do our people feel seen? Heard? Supported? Are they proud to work with us? Do they enjoy coming in each day?
At the end of the day, people don’t work for companies—they work for people. For you. For your leadership team. And when you pair a strong franchise brand with clear, consistent, lived-out values, you become more than just a business—you become a leader.
So, when your core values document is ready, don’t quietly tack it up on the bulletin board. Unveil it. Celebrate it. Share how it was created—with input from people at every level of the organization. Remind them that their voice matters.
Because while the brand brought you in, it’s the culture you build that makes others stay.
If you’d like to see a copy of our Core Values Document or learn more about our process, feel free to reach out. I’d love to share—and hear what you’re building, too.
