you have to be careful about delegating!
Posted: Wed Apr 23, 2025 5:21 am
In fact, many entrepreneurs make mistakes in delegating because they start from what they are not good at doing. For example, they insert a person who is "good with numbers" because they don't want to know about doing the math themselves. In this way, when a problem arises, they will always respond theoretically, with orders that do not resolve the issue or, even worse, they will become "slaves" to that collaborator because they have no idea how to get their hands on their work. For this reason, you must first delegate the things you are really good at, then manage all the areas where a clear and successful procedure is still missing with the aim of delegating those too.
Use all the technology you have created for franchising, so the vk data manuals, procedures, etc., to delegate all the operations and management of the points of sale to your collaborators.
The only thing you should never delegate to others are financial and strategic decisions; I'm not talking about making transfers or bank deposits but choosing new suppliers or introducing new products.
So remember, if you don't delegate the management of the point of sale, you won't have time to manage the franchisees and they will feel abandoned to themselves and as in the first point above, they will detach themselves from the network.
Use all the technology you have created for franchising, so the vk data manuals, procedures, etc., to delegate all the operations and management of the points of sale to your collaborators.
The only thing you should never delegate to others are financial and strategic decisions; I'm not talking about making transfers or bank deposits but choosing new suppliers or introducing new products.
So remember, if you don't delegate the management of the point of sale, you won't have time to manage the franchisees and they will feel abandoned to themselves and as in the first point above, they will detach themselves from the network.