By Danielle Scott, Alliance Franchise Brands

In franchising, growth is often measured in units, territories, revenue, and expansions.

But as Chief Development Officer, the most meaningful growth can’t be found on a spreadsheet. It is reflected in the leaders we develop, the teams we trust, the culture we cultivate, and the people who become more capable because we chose to invest in them.

My own path was non-linear; it was shaped by drive, failure, humility, and understanding that leadership doesn’t always mean being the smartest person in the room. It is about building a room full of smart, prepared, empowered people — and then having the wisdom to listen to them.

Fail, Then Grow and Change Accordingly

I took a significant fall early in my career. At the time, I was young, confident, and convinced that success meant having all the answers myself. I was smart enough to move quickly, but not yet wise enough to understand that speed without constraint could lead to my downfall.

That failure became one of the most important professional lessons of my life. It forced me to stop confusing control with strength. It taught me that listening is the heart and soul of leadership and success. Once I began approaching people with more humility, I could relate more deeply to the realities that business owners, franchisees, employees, and emerging leaders face every day. I became more patient, more curious, and more committed to building success with others rather than simply driving toward it on my own.

Invest in Your Successor

One of the most distinctive signs of a strong leader is the ability to prepare someone else to step into your role. Early in my career, I thought advancement was about proving I was indispensable. Over time, I learned the opposite is true. Without someone to succeed you, the path forward narrows.

As a Chief Development Officer, I see development as more than external growth. Yes, we develop markets, partnerships, and opportunities. But internally, we must also teach people with the same focus. The only sustainable way to move up is to lift someone else into the space you are currently in. That requires mentorship, transparency, patience, and a willingness to share both the work and the wisdom behind it.

For women in franchising, this responsibility carries even greater weight. We know what it means to enter rooms where representation is still evolving. Investing in successors is both a business strategy and a commitment to widening the path for the next generation of leaders. We should be actively seeking out new talent, inviting women into bigger conversations, and making professional development a cultural expectation rather than an occasional benefit.

Trust Your People Enough to Let Them Lead

The strongest leaders don’t hire talented people and then shrink their capacity through micromanagement. They hire experts, give them context, clarify the end goal, and then trust them to do the work they were brought in to do. When people understand where the organization is headed and how their contributions matter, they become more than employees executing tasks. They become partners in overall progress.

Trust does not mean distance. It means giving people ownership while keeping them connected to the broader vision. Leaders should pull teams into what they’re working on, what challenges the organization is navigating, and where new opportunities are emerging. That openness creates alignment, but it also creates invitation. It tells people: your perspective matters here, your ideas are welcome here, and your voice can help shape what comes next.

Take the Temperature Before You Move

While momentum can be powerful, it can also be distracting. Before moving forward with a new initiative, strategy, or major decision, I have learned the value of taking the temperature of my team. The people closest to the work often see opportunities, risks, and cultural signals long before they reach the executive level.

Collaborative leadership is informed by the people who understand the daily realities of the business best. If a problem is rising, I shouldn’t be the last to know. If a process is slowing people down, I want the team to feel comfortable enough to tell me. If someone has a better idea, I want them to have the confidence to put it on the table.

Those temperature checks also promote and protect cultural alignment. They help ensure that people aren’t simply working within the same company but moving in the same direction. A healthy culture requires more than mission statements, slogans, and mantras. It takes repeated moments of listening, shifting gears, and demonstrating that feedback does not derail progress; it guides us forward.

Stay Connected to What Grounds You

Our work can consume as much of our personal lives as we allow it to. That is why it is important to stay connected to the passions, causes, and communities that remind us who we are outside of our titles. For me, that includes community involvement, affordable housing, philanthropy, and helping people better understand business as a vehicle for opportunity. Those commitments make me a more rounded leader because they keep me rooted in purpose, rather than profit.

The most rewarding part of leadership extends far beyond reaching a higher position. It is using the influence of that position to create access, confidence, and possibility for others. In franchising, where entrepreneurship and local ownership can change the lives of families and communities, that responsibility is especially profound.

When I look back on my career so far, the lessons that matter most are not the ones that made me appear stronger. They are the ones that made me more open, more empathetic, and more committed to others. Progress is never just about what we build. It is about who we lift up along the way.

Danielle Scott is the chief development officer of Alliance Franchise Brands.