Layne’s Chicken Fingers, the rapidly growing chicken finger franchise, built a cult following with its original restaurants in College Station, Texas. For many guests, the draw was the relaxed, welcoming atmosphere within the four walls. For the brand leadership, a key part of Layne’s growth and success has been recognizing, maintaining and even further developing this culture, and it starts at the top.
“The culture of an organization is the lifeblood,” said CEO Garrett Reed. “It determines how a business runs, and whatever culture exists at the top bleeds all the way down to the people working in the drive-thru windows.”
Reed’s application of this philosophy starts with how he views the organization.
Rather than an authoritative culture that leans on a “What I say goes” mentality, Reed said he views himself as a peer. He’s not superior; he just has different responsibilities.
“I’m just one of everybody,” he said. “I truly don’t see myself as any better than anyone. And culture is built in those moments where we’re all a part of ‘everybody.’ Culture is built in the break room, in cubicles, behind the fryers and when you’re taking the trash out to the dumpster. Culture is ‘Here’s what’s going on in my life.’ Culture is listening to people’s ideas.”
By breaking the commonly accepted corporate hierarchy, Reed encourages an environment where everyone throughout the Layne’s system contributes to the culture. It’s a culture of the people, not a culture mandated by the C-suite or a mural on the wall.
This also keeps lines of communication open, whether it’s between fellow franchisees, between members of the home office and franchisees, or between franchisees and their teams.
As a part of Layne’s culture of transparency and communication, the leadership team has an “open-door policy.” For Reed, this means his office door is truly open throughout the day, welcoming people from all levels of the organization to visit.
“I step out from my office, and when I come back, there will be three people sitting in there,” he said. “I’ve got a couch and two chairs, and they’re just always full. We’re always having conversations.”
This laid-back approach and real accessibility removes the friction and fear often associated with C-suite leaders, creating an environment where people feel compelled to contribute.
“Our teams love this about Layne’s,” he said. “How many organizations can you walk into the CEO’s office and say ‘Hey, what’s up? Tell me about what’s going on’?”
Reed also makes a point to welcome discussions about a range of topics, both in his office and beyond. By providing business direction, but also mentorship, encouragement and even life advice for young team members seeking support, Reed maintains his position as not just a boss, but a true leader, and drives forward Layne’s culture of care.
Open-door policies and “like a family” cultures are common selling points. The difference with Layne’s is that it’s real.
“We call it GAF — give a f***,” Reed said. “That’s all it is. Do you actually care about the people? You can’t fake that. You’ve got to really love your people at the end of the day. If you don’t love them, they know.”
Maintaining this culture requires careful hiring and an ability to gauge whether a candidate will lean into the culture rather than detract from it. Much of the time, this comes down to a gut instinct.
“I can teach someone how to do the job,” Reed said. “I’ve got to be able to see it in their eyes that they believe in us and believe in Layne’s. When someone believes in you, they’re going to go to battle for you.”
As Reed has built the Layne’s team, he has remained dedicated to protecting the culture that makes Layne’s unique. Now, Layne’s culture and performance are results of a leadership team that’s authentic, accessible and incredibly human. And, while it can be intangible and hard to measure, Reed always returns to one simple fact: “The culture is driven down by just caring.”
To find out more information on costs to buy this franchise, please visit https://1851franchise.com/layneschickenfingers.
Layne's Chicken Fingers
SPONSORED
Rejecting a corporate hierarchy, Garrett Reed’s “one of everybody” mentality drives Layne’s uniquely welcoming, caring, yet still high-performing company culture.
Layne’s Chicken Fingers, the rapidly growing chicken finger franchise, built a cult following with its original restaurants in College Station, Texas. For many guests, the draw was the relaxed, welcoming atmosphere within the four walls. For the brand leadership, a key part of Layne’s growth and success has been recognizing, maintaining and even further developing this culture, and it starts at the top.
“The culture of an organization is the lifeblood,” said CEO Garrett Reed. “It determines how a business runs, and whatever culture exists at the top bleeds all the way down to the people working in the drive-thru windows.”
Reed’s application of this philosophy starts with how he views the organization.
Rather than an authoritative culture that leans on a “What I say goes” mentality, Reed said he views himself as a peer. He’s not superior; he just has different responsibilities.
“I’m just one of everybody,” he said. “I truly don’t see myself as any better than anyone. And culture is built in those moments where we’re all a part of ‘everybody.’ Culture is built in the break room, in cubicles, behind the fryers and when you’re taking the trash out to the dumpster. Culture is ‘Here’s what’s going on in my life.’ Culture is listening to people’s ideas.”
By breaking the commonly accepted corporate hierarchy, Reed encourages an environment where everyone throughout the Layne’s system contributes to the culture. It’s a culture of the people, not a culture mandated by the C-suite or a mural on the wall.
This also keeps lines of communication open, whether it’s between fellow franchisees, between members of the home office and franchisees, or between franchisees and their teams.
As a part of Layne’s culture of transparency and communication, the leadership team has an “open-door policy.” For Reed, this means his office door is truly open throughout the day, welcoming people from all levels of the organization to visit.
“I step out from my office, and when I come back, there will be three people sitting in there,” he said. “I’ve got a couch and two chairs, and they’re just always full. We’re always having conversations.”
This laid-back approach and real accessibility removes the friction and fear often associated with C-suite leaders, creating an environment where people feel compelled to contribute.
“Our teams love this about Layne’s,” he said. “How many organizations can you walk into the CEO’s office and say ‘Hey, what’s up? Tell me about what’s going on’?”
Reed also makes a point to welcome discussions about a range of topics, both in his office and beyond. By providing business direction, but also mentorship, encouragement and even life advice for young team members seeking support, Reed maintains his position as not just a boss, but a true leader, and drives forward Layne’s culture of care.
Open-door policies and “like a family” cultures are common selling points. The difference with Layne’s is that it’s real.
“We call it GAF — give a f***,” Reed said. “That’s all it is. Do you actually care about the people? You can’t fake that. You’ve got to really love your people at the end of the day. If you don’t love them, they know.”
Maintaining this culture requires careful hiring and an ability to gauge whether a candidate will lean into the culture rather than detract from it. Much of the time, this comes down to a gut instinct.
“I can teach someone how to do the job,” Reed said. “I’ve got to be able to see it in their eyes that they believe in us and believe in Layne’s. When someone believes in you, they’re going to go to battle for you.”
As Reed has built the Layne’s team, he has remained dedicated to protecting the culture that makes Layne’s unique. Now, Layne’s culture and performance are results of a leadership team that’s authentic, accessible and incredibly human. And, while it can be intangible and hard to measure, Reed always returns to one simple fact: “The culture is driven down by just caring.”
To find out more information on costs to buy this franchise, please visit https://1851franchise.com/layneschickenfingers.
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