In Bill Wagner’s book, The Entrepreneur Next Door, he surveyed the personalities of 1,509 successful business owners; many were successful franchisees and franchisors. In this research eighty percent of those surveyed were strong Generalists, strategic thinkers with a big picture orientation. They are leaders and entrepreneurs we would expect to be successful. The remaining twenty percent were Specialists, more tactical in their thinking with strong detail orientation and levels of expertise. Both groups were successful. 

The Generalists (strategists) were natural leaders whereas the Specialists (tacticians) were more comfortable working within their areas of expertise. They shared the following in common: Four common tenants to success. 

1. They understood the behavioral requirements of their position.  (franchisee or franchisor)

2. They understood their own behavioral characteristics.

3. They understood the GAP that existed between themselves and their position.

4. They had the cognitive capacity to Manage that GAP. 

Consider the following questions… 

If you are a franchisor… Answer the following questions:

Imagine your direct reports come into your office tomorrow and submit their resignations. Knowing you could easily replace them within 30 days and based only on performance, how many of their resignations would you accept? If your answer is 1 or more, then you should consider upgrading your staff.  You already know who you have issues with,  This presentation will help you understand “WHY” the issues exist, “WHAT” to do about it and “HOW” to fix it. 

If you had a “do over” how many of your existing franchisees would you still select?  You will learn what the qualities of an ideal franchisee are and more importantly learn how to coach and develop those that are not star performers. 

If you are a franchisee… Imagine that you are opening a new location, same brand, just four miles away and you can take as many of your existing employees to this new location.  There are no limitations just their performance.  How many of your existing employees are absolute keepers?  If you are not taking all of them… Why? 

Value to Attendees: 

1. Each attendee will have the opportunity to create their own leadership action plan.

2. Attendees will receive a 30 page behavioral assessment describing their own behavioral strengths and developmental considerations.

3. Attendees will be able to determine if they have the right employees on the bus and the necessary managerial or coaching steps to take them to the next level.

4. Attendees will be able to determine the behavioral requirements (job fit) for any position including their own. 

Biography: Bill Wagner, CEO and co-founder of Accord Management Systems.  Bill’s firm works with more than 50 franchise brands assisting them with their franchise selection and then works with their franchisees with their employee selection.  He is a behavioral expert, author and a sought after speaker, coach, and executive consultant. As an organizational therapist, he specializes in “PEOPLE.” He knows entrepreneurial business and relates his knowledge to others in a quick, succinct manner with phenomenal take-home value.

Rarely are our issues technology or capital…its people. This program focuses on one thing; getting the people side of business right….the first time. From selection of applicants to succession issues, it is all about people. 

What is the life time value of a client?  If you are in the quick serve industry than your average ticket may be $12.00 times 2.5 visits per month times the seven years a person lives in your neighborhood.  Therefore, the lifetime value is $2,520.  Your ability to keep or lose that client is determined by those in your company that are earning the least amount of money.  That’s right.  The employee that is earning minimum wage has a greater impact on the retention of a $2500 client than almost anyone.  That is why it is so critical to have the best employees at all levels of your company. 

A recent study found that interviewing potential employees only increases your odds of making a good hire by 7% more than that of a coin toss. Who in their right mind believes this works? Employees are hired because of their skills, education, and experience all which can be measured objectively; they are fired because of their personality. In this program, we place an objective metric on work place behavior. 

Companies surveyed by the Center for Organizational Research found that most companies experienced annual turnover rates in the 15% to 50% range. The average cost of turnover, according to the Jack Phelps Research Institute, a Division of Franklin Covey is greater than 100% of the average annual salary. For technical positions the cost is greater than 150% of the annual salary. 

There is a direct relationship between job-fit of employees and customer loyalty, customer satisfaction, margins, productivity, profits, accidents, absenteeism, employee engagement, and earnings per share. 

Virtually every book, from “Good to Great” to “Execution,” espouses the virtues of success. These self-help muses are missing the one key mission critical imperative – HOW TO! This presentation is all about the “how to.”

This program provides insights into interviewing, testing, leadership development, coaching, and organizational development. It includes various forms of testing in a pre-workshop environment where each member will have the opportunity of measuring the requirements for a given position; compare those requirements against an incumbent and for some, to even complete a 360 Leadership Evaluation. 

Bill Wagner, CEO and co-founder of ACCORD Management Systems, is a behavioral expert and a sought after speaker, coach, and consultant. As an organizational therapist, he specializes in “PEOPLE.” He knows entrepreneurial business and relates his knowledge to others in a quick, succinct manner with phenomenal take-home value.