What if I were to tell you that building a company culture isn’t the hardest part? As I’ve worked with franchise brands of all different sizes, I noticed a common theme:

Setting the foundation for your brand is hard. Maintaining (and building on) that foundation as you scale is harder.

Most franchise leaders will tell you that scaling too quickly can come with many consequences – but even for those who grow steadily, how do they ensure that their original “vision” of the company isn’t lost?

How do you preserve your company culture when you get to 50, 100, or 500+ locations?

1. Let your values lead the way.

Core values are the driving force of your brand – not only its internal culture, but its reputation, customer experience, and, in many instances, overall success. Your core values serve as your guiding light when it comes to making important decisions. As Clint Smith, Founder and CEO of CareerPlug and Author of How to Hire shares:

“If you are not sure about what direction to head in a tough situation, you should be able to look at your values to determine the right course of action.”

A common rebuttal I’ve heard is that “core values” are simply a “buzz phrase” brands use to appeal to a fresh, young workforce.

The reality is that core values have existed for decades, and they have differentiated some of the highest-performing brands from their counterparts. In 1994, Jim Collins and Jerry Porras published Built to Last, a deep dive into what makes a company exceptional vs. ordinary. You’ll never guess what topped the list…

One thing about core values is that it’s okay to be a little cliche. You can still find ways to make them your own. For instance, kindness. Some may say – “Well, isn’t that basic? Shouldn’t everyone value that?”

And yes, everyone should, but not everyone exemplifies it (especially when things get rough, as they sometimes do in business). As a leader, it’s up to you to ask yourself:

“How do we foster an environment that doesn’t settle for anything less?”

As my recent LinkedIn post stated: 

“Core values are not just something employees ‘follow.’ They are hopes and dreams for what the workplace could and should be.”

2. Remember that a qualified franchisee does not equal the RIGHT franchisee.

How are you screening candidates in your Discovery process? Your Franchise Development strategy should incorporate every aspect of the culture you’re trying to build. 

When you ask a candidate, “Why do you want to franchise with our brand specifically?,” the right fit should mention your values or mission and explain why it resonates with them.

Emerging brands may be tempted to accept candidates in your target expansion territory who meet the “hard” qualifications, but I’d encourage them to think ahead and dive deeper.

After their grand opening, what happens when you realize how they treat employees or customers does not align with the brand you’re trying to build? You don’t want to spend the first few years of your expansion building exit strategies. 

For emerging and established brands alike, asking more behavioral questions like “How would you handle X scenario with an unhappy customer?” and examining a potential franchisee’s leadership style can go a long way.

3. Align marketing with your culture.

Maintaining your culture isn’t only an internal necessity. Your culture can set you apart from a competitor when it comes to where customers choose to spend their money.

The more you keep your culture at the heart of your marketing strategy, the more you will attract customers (and employees) who believe in what you do. 

Think of the infamous Budweiser Super Bowl ads. They are memorable, not because of the product itself, but because of the feelings their marketing evoked in consumers. Don’t underestimate the power of emotional connection in purchasing decisions.

4. Recognize franchisees and employees who embody your culture.

Recognition programs are critical to a consistent, healthy culture. People love to be told they’re doing a great job, and incorporating your company culture into your rewards programs is an excellent way to keep it front-and-center, no matter how much you scale.

At CareerPlug, we have a dedicated platform to give shoutouts to colleagues, and when we do, we are prompted to list which core value(s) they’ve exemplified. 

Remember that culture starts from the top. Make sure your mission, values, and the experience you’re trying to create for employees and customers are highlights of your training programs for all franchisees, managers, and employees.

5. Invest in your onboarding process.

Speaking of training, onboarding is often the first impression employees get of your brand once they join it. If it’s not centered around what you hope each unit’s work environment will look like, it’s missed the mark.

Onboarding is more than filling out paperwork and learning how everything runs operationally. It’s also about setting expectations on how others are expected to be treated, how teams can succeed together, and how employees can address a situation that does not align with those expectations.

Business performance expert and author  Scott Greenberg discusses the importance onboarding as a time to connect with your new employees:

“We need to understand and meet the soft needs of employees. Usually when people leave, it’s because the soft needs haven’t been met – the emotional needs, the way we want to feel. We want to connect with them on an emotional level right away.” 

One final note: Collect feedback and take action. 

Fostering open communication not only creates a great culture, but also a consistent one. Encourage your managers and franchisees to collect employee feedback and equip them with tools. Most of all, ensure feedback is followed up on.

The best cultures are created from the people who “walk the walk” and are on the front lines of your business every day: your valued employees. Make them feel heard. Inquire to learn more. Continuously build on the culture you started.