The Strategic Links Shared By Franchisors and NFL Head Coaches
NFL head coaches and franchisors have a lot more in common than you might think. Van Ingram, vice president of franchise development for Taco John's, tells us why.
It probably isn’t likely that you’ll see New England Patriots Head Coach Bill Belichick checking up on the next shift change at your local Subway franchise anytime soon. You’re unlikely to find him next to the register of your neighborhood frozen yogurt shop. And he definitely won’t be making your next pizza (owner, or not, neither will that other famous football guy in Denver).
But Belichick, and his 31 other peers across the National Football League, do share a striking number of similarities with the franchising world. Both coaches and franchisors need systems and processes in place in order for the collective group to move forward. CEO’s delegate to middle managers, who delegate to employees, and the wheel of progress turns. Similarly, NFL head coaches rely on assistant coaches to manage day-to-day operations, while they use high level strategy to help achieve their ultimate goal: Winning games.
With those shared traits in mind, 1851 Franchise asked Van Ingram, vice president of franchise Development for Taco John’s (and big time football fan!), to help explore the similarities between the two disciplines and help determine how both can learn from each other.
1851 Franchise: An NFL head coach has to have a solid plan in place in order to think ahead and plan for a full season. What systems and processes might a franchisor share with that approach to long term planning?
Van Ingram: At Taco John’s, we implemented a set of Core Values that drive everything we do: Make a difference, have fun, win, people development and teamwork.
These are concepts that can apply in the NFL and to all organizations across all industries. The key is living these values and applying them every day.
1851: NFL head coaches rely on a robust support system in order to be successful, from assistant coaches to front office managers. How is this type of delegation mirrored in the franchise industry?
VI: Just like many NFL coaches played the game and then moved their way up to be the head coach, Taco John’s CEO also came up through the operations side of the business. He understands that our most important employee is working the front counter during a lunch rush on a Tuesday, when two employees call in sick. We operate our Taco John’s Franchise Support Center as a resource for our restaurant level employees, but we also maintain a large number of field-based franchise business consultants that are out in the stores interacting with customers, franchisees and their employees. Our CEO, Jeff Linville, cannot be in every restaurant every day, so he has delegated the authority to allow the system to enjoy success.
1851: NFL head coaches are tasked with corralling a diverse group of people in order to accomplish a shared goal: winning games, and ultimately the Super Bowl. In such a large group, with so many driven individuals, tempers can flare and attitudes and opinions can vary wildly. How is this similar collection of diversity mirrored in the franchise industry, and how have you, as a franchisor, overcome it in order to succeed?
VI: As a franchisor, we are tasked with balancing the diverse opinions of the franchisees. Consensus building and commitment to the strategic plan are paramount in establishing these relationships. We have numerous advisory boards and committees that provide our franchisees with a forum to express their opinion. We recently completed a survey of our franchisees and we are enacting new policies and programs based on these results.
1851: What can a franchisor learn from how a head coach manages his team?
VI: Head coaches will always say they have to develop a game-plan and then stick to it. This applies to franchisors as well. It takes a long-term strategic mindset to grow a brand. We cannot chase every whim and fad that may arise. Surrounding yourself with people that possess high character is a leadership trait that applies to both the NFL and franchising. The best organizations, both NFL teams and franchisors, seem to have a more noble calling. They understand that doing things right is always the best plan over the long haul. Compare the success of the Cleveland Browns and the New England Patriots over the last 15 years. The Patriots have implemented a plan that has led to long-term, sustained success while the Browns have suffered in anonymity. They chose Johnny Manziel as their quarterback without regard to his ‘off the field’ character and their organization will continue to languish. A franchisor needs to keep this in mind when they allow new franchisees into the brand. Especially in the development world, I believe the best deal is the deal we walk away from because it does not meet our strategic plan or the people are not an organizational fit. There are numerous examples from the NFL where a player was drafted, but ended up being a bust because he did not fit into the culture.