Leslie Kuban

Consider putting effort into shaping your "personal brand." The franchise brand of which you are a franchisee is not you. Your ownership of your franchise is one element of who you are along with many other brushstrokes that make up the complete portrait that is you. Your personal brand encompasses your values, your impact inside and outside your business, your thought leadership coming forth from your experiences in your professional and personal life. Be intentional about how you present yourself - the whole you - to the public through cultivating your personal presence online. This is a great way to enjoy creativity while still honoring the franchise brand standards.

1. Go to your doctor for a thorough physical exam. 2. Make sure you have your life insurance and disability insurance in order. 3. Review all your trust, will, estate planning documents and be clear on the changes you'll need to make to reflect the new baby joining your family (I mean your business). 4. Have your CPA selected already. Good CPAs are in high demand are in limited supply so get this lined up now before tax deadlines are looming. None of this is fun, but once you start your business you'll be so busy and likely kick the can down the road on these boring, potentially costly items. They are not urgent - until the moment that they are. Get these down now before your business launch so you can just focus on growth.

Understand the perceived and real value received in return for paying royalties is going to undulate over time. Like any company, the growth line of franchise companies is not a consistent straight upward curve. As the system grows with more franchisees joining the brand, the needs of the system evolve as does the appropriate solutions to fulfill them. Periodic shifts and upgrades are a must as well as the implementation / adoption periods for such changes / upgrades which are likely to be rocky for a period of time. These dips that are necessary for progress are likely to be frustrating and often lengthy and feeling like value for fees is not there is somewhat normal. Franchisors would do well to set these expectations up front.

We are of most value when operating from doing what gives us energy, what lights us up. So, the quest is getting clear on what this is and then organizing our business in such a way so that we can spend ample time in that super power that gives us energy. For me, that is educating my clients and creative marketing projects. Realistically, as franchisees, we hold the ultimately responsibility for all that happens in our business and are going to have to give time to various needs not in our genius. But making sure there is consistently some time spent in the zone of genius, when time just flies by, is important for happiness and ultimate value being given.

First, acknowledge "risk and opportunity" is in the eye of the beholder, which is your client's - not yours. A qualified consultant brings experience and perspective but also awareness that we as humans see things through our own lens, and that may not be the reality for the client. Our job is to put ourselves in our clients shoes and help them define for themselves what risk and opportunity is. What may seem like risk for the consultant could be great opportunity for the client and vice versa. From there we can contribute our opinions and experiences in service of helping the client meet their goals on their terms. At times, the consultant may be in a compromised situation about misaligned beliefs; s/he then has the responsibility exit.

Consider it could be a tremendous gift. Nobody likes to have change thrust upon them. Also true is most of us stay in our status quo even when we're bored, underutilized and unappreciated...the devil we know is more comfortable than the unknown. Often, a layoff is the kick in pants to get out of status quo, take a breath and self reflect. What would really energize me? What do I want my life to look like in 3 years and what are my options to get me there? For many, all arrows point to becoming a business owner. When asked "what would you do differently when you launched your franchise?" a common response is "I wish I'd done it sooner."