Shelly Sun
speaker
1,448 appearances
6 recordings
1 series
first heard Nov 2011
last heard Nov 2015
Shelly Sun’s voice in public audio — every appearance, attributed to the second.
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Appearances
based upon where they may be falling short.
And so I think it was a great back-end office efficiency issue was the reason we made the investment initially.
But I think the biggest benefit of my technology today is actually the ability to aggregate the data and use it to help our franchisees make better decisions and improve their performance over time.
I think it can be difficult emotionally, but for me, I think,
if you've got good guardrails to really be able to inspect what you expect, I think abdicating authority and not checking in on the results is dangerous, first of all, and secondly, can harm the brand.
I think for me, I think when I have transitioned some day-to-day authority, I still have
reports that are allowing me to inspect what's being done to make sure it's meeting my expectations.
And where I feel like we might be losing a little bit of touch based upon the distance from me to my franchisee, I step back in.
And so I don't do that forever, but I do it to be a learning moment for my staff about why I stepped in, what I did, and how to make that a repeatable event by them through new learning, training, and heart training.
that may have been missing in what we were delivering to a franchisee.
And then as a founder, and because my money is still all at risk, there are certain things that I still absolutely have come to me, even though I have a day-to-day president involved.
Anything that changes policy, any default notice that we're issuing to a franchisee, and any change in agreement on a brand-new franchisee, which is almost unheard of, but on some of the master agreements we're doing outside the U.S.,
as we're kind of venturing into new territory, a little bit more modification might be necessary.
And so I kind of have the guardrails for when do I still need to make sure that even though I'm not running a lot of the day-to-day, that the things that are critical that could impact the health of our business long-term, I'm involved in those decisions.
So I think for me as a founder, understanding what things do I still want to stay involved in and making sure that that's very clearly articulated and documented is
And then for the things that I have, transition authority, how am I going to be able to spot check and inspect what my expectations are being fulfilled?
Well, I think an organization is only as strong as its people, and you –
need to recognize who your top performers are, both in attitude but in terms of competencies that can be developed and make that investment.
I think it's hard to make that investment in every single employee.
So I think I'm realistic about really looking at kind of who are my top 10, which I talk about in the book.
Showing 1281–1300 of 1,448 · page 65 of 73
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