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Author: Evan Hackel

A dynamic, innovative, thoughtful and inspiring leader with 30 years of experience in franchising, distributed networks and cooperatives. Successful history of: (i) turning around a $700 million distressed franchise system into a $2.0 billion revenue business in four years, (ii) reviving and re-energizing a $3.5 billion revenue franchisor and (iii) founding three franchise systems. Experienced corporate board member.

Currently, a consultant to some of the largest franchise systems in North America. A franchise industry leader, widely published, keynote speaker, member of the New England Franchise Association Board, and Co-chair of the International Franchise Associations Knowledge Share Task Force.|A dynamic, innovative, thoughtful and inspiring leader with 30 years of experience in franchising, distributed networks and cooperatives. Successful history of: (i) turning around a $700 million distressed franchise system into a $2.0 billion revenue business in four years, (ii) reviving and re-energizing a $3.5 billion revenue franchisor and (iii) founding three franchise systems. Experienced corporate board member.

Categories
Best Practices Human Resources Leadership

Building a Strong and Engaged Team: Strategies for Success

Building a Strong and Engaged Team: Strategies for Success

By Evan Hackel

A strong, engaged team is the backbone of any successful organization. My new book Ingaging Leadership: The Ultimate Edition offers strategies for building such a team. In this book, I provide insights and practical advice on how to create a cohesive and motivated team that drives organizational success. By implementing these strategies, leaders can foster a positive work environment and achieve their business goals.

Key Strategies:

  • Recruit the Right People: Hire individuals who align with the company’s values and culture. This ensures that team members share a common vision and are committed to the organization’s mission. Look for candidates who demonstrate a strong work ethic, adaptability, and a willingness to collaborate with others.
  • Foster a Collaborative Environment: Encourage teamwork and open communication. Create opportunities for team members to work together on projects and share ideas. Promote a culture of trust and respect, where everyone feels comfortable expressing their opinions and contributing to the team’s success.
  • Provide Opportunities for Growth: Offer training and development programs to help employees advance their careers. Invest in professional development initiatives that enhance employees’ skills and knowledge. Encourage continuous learning and provide resources for personal and professional growth.

Practical Tips:

  • Set Clear Goals: Define clear, achievable goals for the team. Ensure that all team members understand their role and responsibilities. Regularly review and adjust goals to keep the team focused and motivated.
  • Encourage Feedback: Create a culture where feedback is valued and acted upon. Encourage team members to provide constructive feedback to one another and to management. Use feedback to identify areas for improvement and to celebrate successes.
  • Recognize Achievements: Celebrate team successes to boost morale and motivation. Acknowledge individual and team accomplishments through awards, public recognition, and other forms of appreciation. Recognizing achievements helps to reinforce positive behaviors and encourages continued excellence.

In Conclusion . . .

Building a strong and engaged team is essential for organizational success. By implementing the strategies and practical tips outlined in Ingaging Leadership: The Ultimate Edition, leaders can create a positive work environment that fosters collaboration, growth, and achievement. To learn more about creating an engaged team, consider buying my book here.

 

Categories
Human Resources Leadership

Mastering the Art of Leading Millennials and Gen Z

 

Mastering the Art of Leading Millennials and Gen Z

Leading Millennials and members of Generation Z requires a different approach than leading members of previous generations. In my new book Ingaging Leadership: The Ultimate Edition, I provide practical and proven strategies for mastering this art.

Key Strategies:

  • Provide mentorship and coaching: Provide regular guidance and support through mentorship programs.
  • Give continuous feedback: Offer frequent, constructive feedback to help younger employees grow.
  • Lay out individual plans for career development: Create clear career paths and development opportunities. Lay them out clearly in individual career plans that you create jointly with each younger employee.
  • Have a mission that extends beyond company walls: Today’s younger workers want to work in an organization that stands for something, be it community involvement, social causes, or environmental responsibility. If you align your company’s mission with causes like that, you will create a community of loyal younger employees.

Practical Tips:

  • Involve younger workers deeply in organizational planning and decision-making: Don’t just delegate work. Invite younger employees to participate in decision-making processes.
  • Recognize their achievements: To boost morale, acknowledge and reward their contributions.
  • Create a collaborative environment: Foster teamwork and collaboration through open communication and team-building activities.
  • Champion and advocate what means the most to your younger employees: One employee might run marathons. Another might do charitable work or be a leader in his or her religious institution. If you support and advocate for such activities, you will show your deep level of support for younger workers.

In conclusion . . .

Mastering the art of leading Millennials and Generation Z can enhance workplace harmony and productivity. To explore more strategies and techniques, consider purchasing my new book here.

 

Categories
Best Practices Leadership

Does Ingagement Really Work?

by Evan Hackel

Are you skeptical about the effectiveness of Ingagement? My book Ingaging Leadership: The Ultimate Edition provides compelling evidence and case studies demonstrating its success.

Case Study: Rebuilding a Brand

One of the book’s case studies describes how a company rebuilt its brand through Ingagement. By involving employees in the decision-making process, the company more than doubled its sales in just four years.

How was I able to do this? Here’s the story. A major brand was planning to unveil a new store design at its annual convention – to just show it to its franchisees. Instead, I convinced the company to show a number of designs to franchisees at the convention and to let them vote and suggest revisions. The result? More franchisees attended the annual convention than ever before because they realized the franchise company would be talking with them, not at them. And the new design was supported widely by franchisees, who had helped create and refine the design.

Research Evidence

Studies included in the book show that companies with high levels of employee Ingagement see significant improvements in productivity, customer satisfaction, and profitability.

Key Findings:

  • Increased Employee Retention: Employees who feel engaged are more likely to stay with the company.
  • Better Customer Satisfaction: Engaged employees provide better customer service, leading to higher customer satisfaction.
  • Higher Profitability: Companies with engaged employees are more profitable due to increased efficiency and innovation.

In Conclusion . . .

The evidence is clear: Ingagement works. To explore more success stories and learn how to implement Ingagement in your organization, consider purchasing a copy of my new book Ingaging Leadership: The Ultimate Edition!

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Categories
Human Resources Leadership Strategy

Introduction to Ingaging Leadership: Revolutionizing How We Lead

By Evan Hackel

In today’s fast-paced business environment, traditional leadership methods often fall short. However, during my decades of leading many companies to increased profitability and success, I have found a better way that works.

After trying, fine-tuning, and using my new approach, which I call Ingaged Leadership, I have written Ingaging Leadership: The Ultimate Edition in which I explain my new leadership philosophy and practice. Ingaging Leadership: The Ultimate Edition introduces a transformative approach that intimately involves employees in decision-making processes, leading to higher engagement, productivity, employee retention, and satisfaction.

What is Ingaging Leadership?

Ingaging Leadership goes beyond merely engaging employees. It is a process of getting employees to involve their hearts and emotions in what your company does. Some of the key practices of Ingaged Leadership include:

  • Ingaged Listening, which is practiced when company leaders consistently listen for what employees are saying that is right, not what is And when a leader hears great “kernels of wisdom” in what people have said, the next step is to empower those workers to develop and implement them.
  • Curiosity, in which everyone in an organization is rewarded for seeking and introducing innovative ideas and approaches.
  • Intellectual modesty, in which leaders are always ready to accept that the ideas that employees want to implement are often better than their own.
  • The development of individual career plans for all employees that enable them to envision and pursue individual success in the organization.
  • Recognition and rewards that consistently show employees how much their ideas and efforts are recognized and appreciated.
  • The company’s eagerness to recruit and hire employees with strong individual strengths and skills, not only employees who are “just like” company leaders.
  • Excellent, ongoing training that develops everyone in an organization and empowers employees to grow and advance.
  • An emphasis that employees should have rewarding and positive personal lives, not only be productive employees.

 

 

Ingaged Leadership emphasizes the importance of involving team members at all levels, fostering a sense of ownership and commitment to the organization’s success. This approach not only boosts morale but also drives innovation and efficiency.

The Benefits of Ingagement:

  • Increased Productivity – When employees are involved in decision-making, they are more invested in the outcomes, leading to higher productivity.
  • Better Teamwork – Ingaged teams collaborate more effectively, leveraging diverse perspectives to achieve common goals.
  • Higher Retention Rates – Employees who feel valued and involved are less likely to leave, reducing turnover and associated costs.

Real-Life Success Stories

My book provides numerous case studies illustrating how Ingaged leadership has transformed organizations. From rebuilding tarnished brands to doubling business revenues, the results speak for themselves.

In Conclusion

Ingaging Leadership offers a powerful, proven strategy for today’s leaders. By fostering a culture of involvement and collaboration, organizations can achieve unprecedented success. To delve deeper into the concepts and practical applications of Ingaged leadership, consider purchasing Ingaging Leadership: The Ultimate Edition book here.

 

Categories
Human Resources Leadership Operations

The Importance of Generational Understanding

The Importance of Generational Understanding

 

By Evan Hackel

 

In today’s dynamic workplace, members of different generations collaborate side by side.

I would like to share my observation that this situation is entirely new in business. As recently as 30 years ago, younger people were at the lower levels in many organizations. They were down there and needed to work their way up.

Today things have changed dramatically. For example, I recently visited a company where all the members of the marketing team were men and women in their 30s, working as equals alongside the company founders, who were twenty years older. And when a group of outside contractors arrived to review the company’s social media and online advertising, those people were even younger.

This is the brave new world of business. It’s positive and energizing. Yet in order to maximize the benefits of this new world, certain attitudes and skills are helpful.

Recognizing and appreciating the unique characteristics of each generation is essential for effective leadership.

Generations in the Workplace

Although generalizations are never completely accurate, let’s delve into the traits often shared by members of each generation:

  1. Baby Boomers (1946–1964)
  • Core Values: Loyalty and a strong work ethic define this generation.
  • Workplace Approach: They appreciate stability and commitment.
  1. Generation X (1965–1980)
  • Independence: Gen Xers value autonomy and work-life balance.
  • Tech-Savvy: They adapt well to technology and change.
  1. Millennials (1981–1996)
  • Purpose-Driven: Millennials seek meaningful work and purpose.
  • Digital Natives: Their tech proficiency drives innovation.
  1. Generation Z (Born after 1997)
  • Authenticity: Gen Z values transparency and authenticity.
  • Digital Fluency: Some, if not many, effortlessly navigate the digital landscape.

Appreciating Generational Nuances Yields Several Benefits

  1. Communication Styles
  • Each generation prefers distinct communication methods, from face-to-face interactions to instant messaging. Tailoring communication bridges gaps.
  1. Motivational Drivers
  • Job security, personal fulfillment, and advancement opportunities motivate different generations in different ways. Leaders can align incentives accordingly.
  1. Work Expectations
  • Knowing what each generation expects from their workplace enables customized management approaches. Flexibility is key.

Practical Tips for Leaders

To foster a harmonious multi-generational workforce:

  1. Encourage Inclusivity
  • Create an environment where all generations feel valued and respected.
  1. Tailor Communication
  • Adapt communication methods to suit the preferences of different age groups.
  1. Offer Diverse Opportunities
  • Cater to varied career aspirations by providing a range of growth paths.

In Conclusion

Understanding generational differences isn’t just a nice-to-have—it’s essential for workplace productivity and cohesion. To delve deeper into the concepts and practical applications of Ingaged leadership, consider purchasing my new book Ingaging Leadership: The Ultimate Edition book here.

 

 

 

Categories
Uncategorized

Training in the New World of Business

One of the clear blessings of the past pandemic is people have become much more computer friendly, less nervous about technology, and much more willing to do online or virtual training. And that is a clear benefit to businesses.

From an economic point of view, virtual training is significantly less expensive than flying everybody in to do live training in a central location. And if done well, virtual training can be equally effective. And companies that use e-learning effectively enjoy other benefits too, including:

  • The ability to train personnel to deliver more consistent and more effective training.
  • A chance to strengthen the brand.
  • The option to send out focused training programs that address new products, new priorities, and training employees who have been recently hired, even in new territories and regions of the country.
  • The ability to adapt and fine-tune training to different people . . . and we know that different people learn in different ways.
  • A chance to repeat critical lessons as needed, at no additional training cost . . . and repetition is sometimes an effective way to get people to learn.
  • The opportunity to deliver focused Just In Time (JIT) service and other training to employees right where they are, not in a company training center.
  • A chance to develop blended training – a mixture of live and virtual training that can be highly customized and effective.

And That Is Only the Beginning

It is very important for you to create a training path for all new hires, and a training path for your current people so everyone can keep growing and becoming better at what they do.

But your overall training success – and therefore, the overall success of your company – hinges today on virtual training. As Covid-19 begins to fade into memory, your people are ready to embrace virtual training. Our abilities to improve and expand our companies have never been better.

Categories
Best Practices Case Studies Skills

How Can You Convince Your Best Franchisees to Join Your Advisory Council?

Peer Group Councils

An excerpt from my new book Franchise Advisory Councils: Your Most Powerful Tool for Leading Your Franchise to Ultimate Success. Download your free copy HERE

If you are a franchise, you want your individual franchisees to join your franchise advisory council. But how can you convince some of your best franchisees to join?

There are several reasons why your franchisees should be eager to give their time and join your Council. They feel honored to be asked, they gain a lot from talking and sharing ideas with other Council members who are in the same business, and they learn valuable information about the franchise and the industry. Finally, they are treated nicely. You will find members will be upset when their term is up. I have had Council members cry at their final meeting because they have so enjoyed being a member.

In today’s article we will enjoy some of the best strategies for recruiting franchises to join your council – and some additional strategies for getting the most benefits from their participation once they are there.

Avoid Compensating Council Members

I’ve seen members of Advisory Councils be compensated, and I’ve also seen Councils where members are not compensated.

Compensation is unnecessary, because it confuses the primary purpose of the Council, which is to generate ideas and advise upper management. Sometimes when Council members are compensated, they do not want to leave, because they want the money. And sometimes a member will even say, “I deserve more money than the other paid members, because my ideas are better, and I contribute more.” That is an argument that you can’t win. Because you don’t want people to be on the Council for an unlimited amount of time, offering compensation is not a successful practice.

However, meetings should be managed in a first-class manner with nice accommodations and food. An occasional gift is also acceptable. Of course, the company should cover all costs associated with attending the meeting.

Consider Having More than Just One Council

Don’t have just one main Council. Consider establishing additional Councils too.

In general, this is worth doing when you have somewhere between 25 and 50 franchisees, or even more. And if you have more than 100 franchisees, you should do this.

In addition to your main Franchise Council, specialized sub-Councils could include:

  • A Marketing Council
  • A Training Council
  • A Technology Council
  • An Innovation Council
  • ​A Sales Council

One benefit of having these additional Councils is that you will get more ideas. You can have these sub-Councils report to your main Franchise Council. And another winning step is to have one or two members from your main Franchise Council be members of the secondary Councils.

Another benefit of additional Councils is that they increase the number of franchisees who feel they have a leadership role within your franchise. They also give management the opportunity to choose from a larger pool of franchisees who can be called upon to evaluate new ideas and programs.

Best Practices for Getting the Most from Multiple Councils

Meetings of your main Franchise Advisory Council should be held in-person. How often should you hold those meetings? It depends on how many decisions you are working on, and on special considerations that are tied to your current activities. If you are launching a new product, starting a new marketing initiative, or expanding into a new part of the country, for example, you will want to have meetings every few weeks during those important periods. If you are in a time of sustainable and steady activity on the other hand, you might want to have your main Council meeting annually, or every six months.

Here are some proven strategies for getting the most from multiple councils – a Marketing Council, a Technology Council, and others you may have:

  • Many sub-Council meetings can be hosted on video. I have found that monthly meetings on Zoom, for example, can work well.
  • ​One member of your main Franchise Advisory Council should also be a member of each of your sub-Councils. That person can keep the main Council informed of what has taken place on each of them.
  • Participating members from the main Council should implement many of the same rules that are in place at the main Council – regarding length of service on the Council, responsibilities, etc. Those supervising members should also make sure that all members of the sub-Councils take part in setting agendas and that all members are assigned responsibilities in a fair and equitable way.
  • Include not only franchise owners, but also some of their employees. That will give you access to real hands-on people and move engagement past merely “ownership.” The sub-Councils don’t have to meet in person.

Get Your Free Copy of this Powerful New eBook Today

Today’s article in an excerpt from my new book Franchise Advisory Councils: Your Most Powerful Tool for Leading Your Franchise to Ultimate Success. Download your free copy HERE

Categories
Advice Best Practices Leadership Skills

Evan Hackel Discusses His Path to Ingaged Leadership

Key insights from the new book Ingaging Leadership: The Ultimate Edition

1. What inspired you to write Ingaging Leadership, and what is the central message or concept that readers can expect to find in the book?

I wrote this book so that my kids and future generations of my family will be able to understand my life philosophy. This book is about business, but it’s really more about life itself and how to work with and be in partnership with people. The core message of the book is that when you start with curiosity, withhold the temptation to come to quick judgment, and involve other people, you make better decisions and have better support of your decisions that can make a major impact in both business and life.

2. Can you describe a time when Ingagement was used to deliver superior results?

In 2000, CCA Global Partners acquired its main competitor, Flooring America. Following the acquisition, Flooring America faced adversity as its parent company went out of business, tarnishing the brand and leaving franchisees frustrated and in legal battles. The franchisees believed CCA only acquired Flooring America to shut down their businesses and dominate the flooring industry.

Overcoming resistance and rebuilding the damaged brand involved a comprehensive “Ingagement” program. This initiative aimed at inspiring and achieving business results by involving everyone at Flooring America. Town hall meetings, advisory councils, and regional networking groups fostered open communication, allowing franchisees to voice opinions and ideas.

The positive experience resulted in doubling the number of stores and more than doubling business within four years. The success was attributed to a vision that inspired and an effective plan that engaged and empowered everyone involved.

3. How do you view the role of mentorship in leadership development, and have you had influential mentors in your own career?

Mentorship is one of the most important things in developing as a successful person. My father was my #1 mentor. I learned so much in life by observing how he could avoid taking things personally and remain objective. In addition, Howard Brodsky and Alan Greenberg of CCA Global Partners are two incredible mentors to me. I learned a lot about business from them andabout the power of collective action.

4. How do you see the role of effective leadership in driving organizational success, and what are the common challenges leaders face today?

Leadership is everything. Leaders need to promote a shared common vision and function as stewards of that vision. Without that kind of leadership, companies stagnate or deteriorate. I likely have a very different view than most people do regarding the number-one challenge that leaders face; I believe it is a lack of clarity of vision and the willingness to share it.

5. What advice would you give to aspiring leaders and entrepreneurs looking to make a positive impact in their fields?

Listen without judgment, always be in learning mode, recognize you can learn from everybody within the organization. Truly get to understand both your customers and your vendors because without them you don’t have a business. And don’t be afraid to make mistakes.

Categories
Advice Best Practices Growth Leadership

How to Acknowledge and Reward Your Highest Performing Franchises

A great leader motivates and empowers their team. This can be more challenging in a franchise, where the structure can create barriers between top management and individual franchise owners. How can leaders overcome these obstacles to acknowledge and motivate their franchisees effectively?

Understanding Motivations

People are driven by various factors, not just money. Competition is a significant motivator, where franchisees strive to outperform each other and rival franchises. Another powerful motivator is the desire for appreciation. Like in childhood, when praise from respected figures spurs us to excel, adults in the workplace also thrive on recognition.

The Power of Awards

Awards can effectively acknowledge efforts and inspire excellence. Common awards include:

  • Rookie of the Year: Best new franchisee.
  • Top Growth Awards: For highest sales growth in single and multiple locations.
  • Spirit of the Franchise: Exemplifying company values and mission.
  • Marketer of the Year: Best marketing strategies.
  • Top Trainer of the Year: Best use of training programs.
  • Business Development Award: Encouraging new franchisees to join.

Consider using a combination of metrics like sales volume and net promoter scores for awards. Engage franchisees in suggesting new awards and possibly include an invitation to join the franchise advisory council for a year as a form of recognition.

Effective Award Practices

  1. Transparency: Clearly explain how award winners are chosen based on measurable benchmarks to avoid perceptions of favoritism.
  2. Peer Nominations: Encourage franchisees to nominate others, emphasizing the legitimacy of the awards.
  3. Special Awards Night: Host an elegant awards ceremony, possibly with a special presenter, evening wear, and an Academy Awards-style format to enhance the experience.
  4. Travel Prizes: Offer trips as prizes, combining excursions with educational and training sessions, bringing in special speakers, and involving key vendors to add value.

Conclusion

By implementing these strategies, you can effectively reward and motivate your franchisees, fostering a sense of community and family within your franchise. This connection can transform your franchise from a collection of isolated locations into a cohesive and supportive network.

About Evan Hackel

As author, speaker and entrepreneur, Evan has been instrumental in launching more than 20 businesses and has managed a portfolio of brands with systemwide sales of more than $5 billion. He is the creator of Ingaged Leadership, is author of the book Ingaging Leadership: The Ultimate Edition and is a thought leader in the fields of leadership and success.

Evan is the CEO of Ingage Consulting, Delta Payment Systems, and an advisor to The Learning Network. Reach Evan at ehackel@ingagen.net, 781-820-7609 or visit www.evanhackel.com.

Categories
Advice Branding Marketing

Your Potential Franchisees Have Changed . . . Have You?

Business innovators
Business innovators Jeff Cline Unicorn Maker

More and more of your potential franchise buyers today are members of Generation Y and Generation Z. Do you understand them? Are you sure you are selling to them in the most effective ways possible?

Just to review, members of Generation Y (who are also called millennials) were born in the 1980s and 1990s and are roughly between the ages 30 and 40 today. Members of Generation Z were born between the mid-1990s and the early 2010s. The older members of this group, who are about age 25 today, are out there shopping for franchises today too.

If you think back on the people who have visited you at franchise expos and met with members of your franchise sales team lately, you will realize that a growing majority of your potential franchisees are members of Generations Y and Z.

But are you talking to them in the right way?

What Has Changed?

A great shift has taken place in the way members of those generations shop for franchises, compared to how members of older generations did. In brief, here is one thing that has changed .

  • Members of Generation Y and Generation Z do a much larger percentage of their buying research online. They are likely to know a lot about you before they even talk to you.
  • Members of older generations, including Baby Boomers (born between 1946 and 1964) still prefer to learn about you by having conversations with real, living people.

Members of both those groups will drop by to speak with you at franchise expos. They will call you up. And if they are interested, they will want to sit down with your representatives to make the most informed buying decisions possible.

The difference is that potential franchisees from Generation Y and Z will usually know a lot more about your franchise before they have made those contacts. They will often tell you, “I have read everything on your website, and I need you to tell me more.”

How can you do a much better job recruiting those members of Gen Y and Z?

Provide a Deeper Level of Information Online

On your website and your social media channels too, be sure to provide:

  • Testimonials from your current franchisees.
  • Deeper information about who you are, what you sell, how your systems work, and more.
  • Information about the unique technology you use, because technology “speaks” to members of those younger generations.
  • In-depth information about the training you offer, because when potential franchisees understand that you offer exceptional training, they feel more confident that they will know how to succeed if they become your franchisees.
  • Still more information about your annual franchise conventions, the systems you use to communicate with franchisees, and more. The more information they know, the more confident they will feel about coming on board.

What About Securing Your Information?

I have sometimes heard franchise executives say, “I hesitate to put too much information about our system online, where anyone can see it – our competitors, for example. We have to protect ourselves.”

That is a valid concern, but keeping your information hidden from sight can be a mistake in a day when many more of your potential franchisees – those members of Generations Y and Z – want to know everything before they will consider joining your franchise family.

One solution to this problem is to include a questionnaire on your website that potential franchisees can fill out to request more in-depth information or a call from a member of your franchise sales team. On this form, you can ask potential franchisees to indicate their locations, how far along they are with their decision-making process, and of course to provide contact information. Once these potential buyers become “qualified leads” by filling out your questionnaire, you can start those conversations while feeling more secure about providing them with a level of in-depth information that you might not want to provide openly on your website for all visitors to see.