By Robin Gagnon, We Sell Restaurants

The franchising community has profoundly shaped my journey as a leader.

I still vividly recall my first International Franchise Association (IFA) Convention. Our brand had just issued the initial Franchise Disclosure Document and signed our first franchisee. Expecting to feel like an outsider, I was instead met with warmth and inclusivity that surprised and humbled me.

From founders with hundreds of units to those with thousands, I gleaned lessons that shaped my own leadership style over the years. Ultimately, I would be guided by three core principles I saw in practice: authenticity, engagement, and the transformative power of belief – both in ourselves and in the trust others place in us. These principles, leading with authenticity, stepping into industry leadership, and seeking mentorship, are not only the foundation of personal growth but also the pillars of a thriving franchise community.

Leading with Authenticity

Strong leadership in franchising begins with authenticity. People can distinguish between a leader who is performing and one who is genuine. Franchisees, corporate teams, and customers all respond to genuine leadership rooted in core values.

Authenticity does not require perfection. In fact, some of the most powerful leadership moments arise when we acknowledge mistakes or show vulnerability. Many of us have grappled with imposter syndrome, questioning our place among seasoned professionals. Over time, we learn that leadership is about showing up, asking questions, and taking responsibility, even when we feel unprepared. Genuine leadership grows through honesty, trust, and faith in ourselves and others.

For franchise executives, being genuine also means modeling the culture you want your franchisees to embrace. At our brand, we begin every single day by walking through our core values, which guide our decision making. These values are the heartbeat of our brand, ensuring alignment in everything we do. We also recognize that these values are aspirational, and we give ourselves grace to learn from shortcomings while striving to uphold them consistently.

Authentic leaders make tough calls with clarity and empathy. Transparency and kindness do not preclude decisiveness. In fact, combining clarity with empathy is crucial in franchise leadership. Requiring compliance with brand standards while offering support to help a failing unit requires leaders to have both.

Step into Leadership Roles in the Industry

If authenticity is the foundation of leadership, engagement is the pathway to growth. One of the most transformative decisions I made was volunteering with the IFA. For emerging leaders, the IFA is more than an organization; it is a place where belief and opportunity converge.

Many professionals hesitate to step up because they may not feel “ready.” But growth happens when you say yes to challenges, including the opportunities that stretch us. Serving on a committee, leading a task force, or speaking on a panel can feel intimidating, but these roles provide visibility, experience, and access to new networks. Every time I’ve volunteered for IFA, I’ve come away with more knowledge, deeper experience, and lasting relationships.

Industry leadership also builds credibility. Volunteering shows commitment not only to your brand but to franchising overall. My involvement with the IFA broadened my perspective beyond my own business, reinforcing that our collective success depends on the health of the entire industry.

Seek Mentorship and Ask Questions 

The strongest leaders are not those who claim to have every answer, but those who ask the best questions. In franchising, curiosity is a leadership powerhouse.

I have been fortunate to have mentors whose belief in me outpaced my own. When I completed my MBA, a dean at my state school advocated for me with a CEO who was only recruiting from elite schools. His belief led me to a career launching role in New York, where I eventually led those graduates from Ivy League schools. That experience underscored the transformative power of mentorship and belief.

To build mentorship relationships, be proactive. At franchise conventions, approach admired leaders with specific questions, such as, “How did you navigate your first franchisee dispute?” or “What strategies helped you scale your brand?” These conversations can spark lasting connections. Equally important is paying it forward. Mentoring others has been one of my most rewarding experiences, watching new leaders thrive because someone took the time to guide them.

Strong Leadership Elevates the Franchise Community

A unique part of the franchising model is the interactions between many levels of leadership including franchisors, franchisees, supplier partners, and other industry advocates. To thrive, leaders should cultivate authenticity, step up before they feel completely ready and embrace curiosity by asking questions and seeking out other leaders.

Most of all, leaders must believe in their own brands and help others believe in what is possible. Our franchisees take extraordinary leaps of faith when they invest in something they can’t see or touch. In return, it is our responsibility as leaders to match that courage with authenticity, guidance, and support.

Strong leadership in franchising is not measured by how many units you have opened, but how many people you inspire. By leading with integrity, serving through engagement, and learning from those who have gone before us, we build more than our businesses, but a legacy for the future of franchising.

 

Robin Gagnon is the co-founder & CEO of We Sell Restaurants. For more information about IFA franchisor member We Sell Restaurants, please visit franchise.org/franchise-opportunities/we-sell-restaurants/.

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