By Evan Hackel
When people list franchising’s biggest challenges, the same culprits always surface: government regulation, the rising cost of leads, or the constant grind of hiring. All are real. But after 25 years as a franchisor and franchisee, and another 15 years consulting with more than 100 franchise brands, I can say with confidence: these are not the biggest threats.
The true silent killer of franchise performance is unresponsiveness.
It doesn’t make headlines. It doesn’t dominate panel discussions. Yet, failure to respond – to emails, calls, surveys, or even invitations to the annual convention – slowly eats away at a system’s ability to innovate, grow, and compete.
The Untold Damage
Responsiveness is more than manners. It’s the foundation of a strong franchise system.
When communication flows smoothly – acknowledged, acted upon, and respected – trust builds. Franchisees feel connected, leaders gain confidence, and the system is able to take on bold new initiatives.
But when responsiveness falters, the damage is swift and lasting:
- Ideas stall. Even the best initiatives lose momentum without feedback.
- Leaders hesitate. If franchisees don’t respond, franchisors hesitate to invest in innovation.
- Franchisees disengage. Silence breeds suspicion, and suspicion breeds distrust.
- Systems stagnate. In franchising, stagnation is just a polite word for decline.
How the Problem Grows
Unresponsiveness rarely begins with bad intent. More often, it creeps in through structural gaps:
- Too Many Channels, Not Enough Clarity
When messages arrive through email, text, portals, and phone calls – with no clear hierarchy – confusion reigns. FBCs (franchise business consultants) waste hours chasing responses instead of driving results.
- Information Overload
Franchisees are bombarded with communications. Without prioritization, important updates drown in noise.
- Lack of Ownership
Responsiveness isn’t built into the culture. A franchisor sends a survey but doesn’t push for responses. A franchisee ignores an FBC’s request, assuming it’s optional. Silence becomes habit.
Sidebar:
3 Signs of a Responsiveness Breakdown
- Convention attendance falls below 80%.
- Fewer than half of franchisees complete system-wide surveys.
- FBCs spend more time “following up” than providing business coaching.
The Innovation Roadblock
Franchising is an industry of constant change. There are menu updates, store refreshes, new technology, shifting consumer expectations. Progress is nonstop.
But change requires buy-in. And buy-in requires responsiveness.
If a system struggles to get franchisees to simply attend the annual convention – the single biggest predictor of franchise health – how can it expect them to adopt transformative initiatives?
When leaders lose confidence in their network’s responsiveness, they stop proposing bold ideas. This “innovation roadblock” is lethal. In a market where consumer habits shift in months, not years, brands that can’t adapt quickly fall behind.
The Ingaged Solution
Solving unresponsiveness is not about better email etiquette. It requires a cultural shift – what I call Ingagement, or leadership through involvement, clarity, and shared responsibility.
Here are five proven tools to build responsiveness into your franchise DNA:
- Take Responsibility at Every Level
Make responsiveness a non-negotiable expectation for franchisors and franchisees. If you receive a message, acknowledge it – even if the full response comes later.
- Audit and Simplify Communication
Eliminate unnecessary channels. Clarify who owns which types of communication. Create a playbook: what goes by text, what by email, what via intranet.
- Communicate with Clarity
Each message should serve one purpose with one call to action. Ambiguity is the enemy of responsiveness.
- Listen to Understand, Not Just Direct
Responsiveness flows both ways. Create forums—regional listening tours, advisory councils, peer groups —and act on the input. Nothing kills responsiveness faster than ignored feedback.
- Empower Franchise Business Consultants
FBCs should be facilitators, not middlemen. Give them authority to resolve issues, not just carry messages back and forth.
Case Study:
Convention Attendance and Growth
One franchisor I worked with tracked sales after annual conventions. The results? Franchisees who attended grew sales by 11%, while those who skipped saw sales drop 9%. The difference wasn’t the convention itself – it was responsiveness. Franchisees who showed up, listened, and responded outperformed those who stayed silent.
The Franchise System You Could Be
Imagine your franchise system where:
- 90%+ of franchisees attend the convention.
- Advisory councils are vibrant and collaborative.
- Every survey achieves strong participation.
- FBCs spend their time coaching, not chasing replies.
In that environment, leaders have the confidence to launch bold innovations. Franchisees trust that their voices are heard. The system operates with unity and speed.
That’s what a culture of responsiveness delivers.
A Call to Action
Responsiveness isn’t a “soft skill.” It is a competitive advantage.
I challenge every franchisor reading this to:
- Audit your communication process. Where are the breakdowns?
- Create a new communication plan. Streamline channels and clarify roles.
- Define responsibilities. Make responsiveness part of every role description.
- Hold the conversation. Lead a frank dialogue with franchisees about what responsiveness means—and how everyone benefits from it.
A Final Thought
In an age of rapid disruption- new technologies, shifting customer expectations, emerging competitors – franchise systems can’t afford silence.
Responsiveness builds the confidence, trust, and agility every brand needs to thrive.
The biggest challenge in franchising has finally been named. Now it’s time to solve it.
About Evan Hackel
As an author, keynote speaker, consultant, and entrepreneur, Evan Hackel 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, the author of the book Ingaging Leadership: The Ultimate Edition, and a thought leader in leadership and success.
Evan is the CEO of Ingage Consulting. Visit www.evanhackel.com