Assumptions are an essential part of human nature. We all make them, whether it’s assuming that your key staff will follow procedures correctly, or that your security system will keep out intruders, or that your teenager willingly would cut down on screen time… While we may not all make the same assumptions, the fact remains: we all make assumptions.
Like many aspects of human nature, the habit of making assumptions is deeply ingrained. Assumptions are necessary and adaptive. You assume your franchisees will follow your brand standards. If you didn’t, you’d constantly micromanage. You assume your staff understands the importance of customer service. If you didn’t, you’d personally train every employee etc.
Assumptions are what allow us to function with efficiency, but if we fail to question and assess them, they can lead us astray. That’s the central lesson from Sol Sotherland’s breakdown of how bad assumptions contributed to the collapse of major brands like Nokia and Blockbuster. These examples highlight how dangerous unexamined assumptions can be, even for multi-billion-dollar organizations.
For franchisors and high-level managers running multi-location brands, regardless of
industry—this principle holds true. The assumptions we make about our operations, staff, and franchisees can deeply impact the success or failure of our entire brand. And while assumptions aren’t inherently bad, ignorance of them can derail even the best systems.
Two examples of significant assumptions managers might make—and how they can lead to trouble:
1. Good Employees or Franchisees Will Always Rise to the Top
Many leaders assume that if someone excels at running a location or managing a store, it’s because they are naturally talented. In restaurants, retail, or gyms, it’s easy to believe that success comes from innate qualities like leadership, motivation, or natural customer service abilities. This assumption can be dangerous when we overlook the role that training, support, and process play in that success.
Reality Check: Much like in sales, great location managers and staff are made, not born. Success is a combination of training, mentorship, support systems, and consistent processes. For instance, a franchisee’s ability to succeed isn’t just about their talent—it’s about the tools and resources the brand provides for their evolution.
Recognize that your most successful franchisees and staff members need ongoing training, regular access to updated Standard Operating Procedures (SOPs), and support from the brand to excel. Instead of relying on natural talent, build systems that provide every location with the coaching, training, and resources necessary to succeed.
2. If Franchisees or Staff Wanted to Follow SOPs, They Would
In many industries, from restaurants to fitness centers, leaders grow frustrated when location managers or staff fail to follow established procedures and Brand guidelines. It’s easy to assume that if someone really wanted to do things the right way, they would. However, this assumption overlooks a key fact: wanting to do something is rarely enough motivation for people to take consistent action.
Reality Check: Motivation alone isn’t sufficient. Both franchisees and frontline staff need the right environment, tools, and structures to help them succeed. Simply telling them to “follow the manual” or “meet customer service standards” won’t work if they aren’t supported with effective systems.
This is where enablement technology, like Chainformation, can provide real-time task- and checklists, Operational Guides and on-the-job-support, which ensures that staff members always have access to what they need to succeed. Additionally, by creating an accountability system where franchisees and staff can track and verify completed tasks, you build a culture of consistent execution
Much like a weight-loss program works because it includes coaching, fitness plans, and access to the right foods, your brand’s success depends on creating a supportive structure where franchisees and employees can thrive.
The Power of Supportive Systems
Franchisees and location managers, like sales teams, need the right support structures to perform well. This includes a clear and comprehensive operations manual, access to real-time task management tools, and ongoing training. Leaders in multi-location brands who fail to provide these resources often see a drop in consistency and performance.
Reality Check: Recognize the importance of well-developed support systems. Create a digital hub where franchisees and staff can access role-specific training materials, manuals, and tools. Such tools and platforms ensure your brand standards are consistently upheld by every franchise location, providing a centralized space for critical resources.
Meta-Assumptions: Are You Making These?
The key takeaway from Sotherland’s article is to recognize the danger of meta-assumptions—assumptions about assumptions. In a franchise, this might look like believing you already know which franchisees are performing well (without examining the underlying support structures), or assuming that every location will naturally adhere to the same brand standards.
When you deconstruct these assumptions and build processes, training, and systems that support every location equally, you gain far more control over your brand’s success.
Final Thought: Have you examined your own meta-assumptions? Are you providing your franchisees and frontline employees with the systems and support they need to thrive?
By shifting focus to well-designed processes, accessible tools, and structured accountability, franchisors in industries like restaurants, retail, and FECs can ensure their brand’s success, location by location.
