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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Franchise Today · Grow Smart, Risk Less - Building a Successful Franchise · 10 Nov 2011 podcast

We will move to who are the top 25 and really looking at the top 50% of our organization.

Make sure they've got two-year development plans.

We're investing in continuing education.

I've got 12 people in my company going through

CFE, Certified Franchise Executive Program, through the IFA.

And that's not an inexpensive investment.

We bring 10 to 12 people to the IFA convention every year just to expose our organization.

And considering I only have 60 employees, but 20% of my organization are coming to convention, that's a pretty significant investment.

But I believe

important to nurture them.

And I believe that my personnel that have the same passion for my franchisee's success

I can't train passion.

So if they have that innately that they would love to be an entrepreneur but didn't want to take the risk, but they love making it easier and enabling success for those that have jumped off the cliff and taken that risk and are franchisees, those are people that I want to make an investment with.

And so that's been our philosophy.

Very similarly, when I looked at a president and I was looking externally at an individual who had an amazing track record

And as I, you know, dealt with a few of my mentors, my strategic coach who's outside the franchise industry, but Rocco Farentino and Jeff Hill, and helping me kind of think through that decision, knowing that I'd been a founder and I knew every franchisee and their spouse and their kids and, you know, the age of their kids, and it's just so – my hands were on everything.

You know, both Rocco and Jeff said those shoes are really hard to fill.

Now they tend to be four-inch heels, so they really are hard to fill.

Right.

thinking about how much better would it be for you to bring in someone a level below and spend a couple years having them earn the respect of the franchisees so that when you transition from you to a president, it isn't like their best friend just left them, that they understand that you're there to do the vision and do the strategy and there's someone tactically operating the day-to-day strategy

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