Are Your Franchisees Suffering from Quantum Leap Syndrome?

Posted on December 3, 2009 by Lizette Pirtle

A Quantum Leap Syndrome is a cluster of symptoms or signs that occur together when franchisees experience difficulty dealing with the substantial change required in becoming a business owner. Quantum leaps, regardless of how small they are, engender a sharp break with the past and this severance can be difficult for many franchisees. Our past exerts a sort of gravitational pull over us making the change even harder. New paradigms have to be adopted to ensure we remain centered in our new reality; and, accepting new perspectives is easier said than done. Understanding and supporting franchisees during this time and helping them become aware of the consequences of change are crucial steps to create an environment conducive to success.

The Quantum Leap Syndrome symptoms or signs include:

  • Under performance
  • Inability to learn and implement the franchise system
  • Frustration
  • Anger
  • Sadness
  • Mood swings
  • Procrastination
  • Blaming others
  • Conflict
  • Resistance

The most important questions to ask are:

WHY are your franchisees not able to implement the system? Is it because you lack the tools to help them learn; or, is it because they are suffering from a Quantum Leap Syndrome?

If the answer is the latter, no business tools or business skills training will produce different results. So, how do you find out what the answer is? First, make absolutely sure that your systems and training programs are up to part. Next, accept the fact that change is NOT easy for most of your franchisees and that you need to support them through it. Don’t run away thinking that feelings and emotions are for sissies. Times have changed and you need to get with it. If the success of your franchisees is your objective, you need to accept that emotional wellbeing is paramount to success. It takes courage to accept and deal with emotions. In today’s world not dealing with them is what really makes you a sissy.

In order to gauge the magnitude of the change your franchisees are really going through, get to know them.

  • What did they do before they became a franchisee?
  • Did they have a staff of people to help them?
  • What was required of them day in and day out?
  • What was their work environment like?
  • What was the educational and socioeconomic level of the people they related to in their previous life?
  • Does the family support their change? How has it affected the family members?

Competent franchise sales people would have covered these questions with them, but usually operations and training personnel do not get a true understanding of this information. You do not have to be a psychologist or a counselor to support your franchisees through the initial phase. You just have to accept that there is a lot that’s going on and you just have to care.  The next step is to simply help them gain awareness of what they are going through and how it is affecting them. Let them know that what they feel is natural; and that it is NOT insurmountable.

In helping your franchisees understand what they are going through, keep in mind that every franchisee needs a slightly different support system. Some are willing to talk about their feelings and emotions while others will not. Your approach cannot be a one size fits all. The only elements that will always be required of you include:

  • Show you care.
  • Ask questions.
  • Listen as hard as you can.
  • Don’t judge.
  • Don’t direct.
  • Be patient.

Once franchisees become aware of their internal conflicts, they will be able to start handling it. Through awareness they will be learn how to let go of the past and fully engage in the present.

What do you think? What has been your experience?

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  3. What makes a franchisee successful?
  4. Is resistance hindering your franchise success?
  5. Are You Listening or Merely Hearing What Franchisees and Prospects Are Telling You?

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Comments (2)

 

  1. Thomas Scott says:
    December 3, 2009 at 2:50 pm

    Great post! I’ve seen this a lot in franchising and it is always hard for ops people to deal with. You’d like to think that simply retraining or supporting franchisees at this stage will produce a good result but often if fails: the franchisee is simply not in the right mental space to use what you have to offer.
    I like that you mentioned emotions – I’ve found that getting back to the core relationship makes a big difference and that women and men have different issues. Men, in my experience, have issues with failure and failure – inadequacy and women have issues with relationships and permanence. I’ve even got a stack of relationship books on my shelf that have really helped. The issue they are complaining about is often not the core issue causing the problem and only through a real, sincere relationship can you break through.

  2. Lizette Pirtle says:
    December 3, 2009 at 2:55 pm

    Thomas: You make some GREAT points. It is nice when you find franchisors who GET IT. Thank you!!!

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