The SCORE, Issue 2, 2023

PROUD TO BE YOUR WINGMAN SINCE 2012

FBS Board of Directors

James Bitzonis Chairman

Roz Mallet Vice Chairman

Ed Lynn Secretary/Treasurer

Wray Hutchinson Chairman Emeritus

Jenny Beaudoin Director

Brian Carmody Director

Mark Jones Director

Bobby Pancake Director

Larry Podlogar Director

Steve Grube Director

Christy Williams Executive Director

FBS Editorial Board

Rachel Jackson Editor-in-Chief rachelj@myfbsonline.org

Allison McCallum Communications Editor allisonm@myfbsonline.org

Jared Johnsen Communications Specialist jaredj@myfbsonline.org

Advertising Sales

Jeff Reynolds Director of Business Partner Relations jeffr@myfbsonline.org

678-797-5163

Design and Layout

Kristen

ON THE COVER

Letter From the Chairman

Jim Bitzonis FBS

It was a pleasure to see everyone intently engaged during the Buffalo Wild Wings® business portion of the event, but more importantly, having fun with the mentalist and at the bar, loving the beach or enjoying the links at the famed TPC Sawgrass courses. Let’s not forget the incredible story told by the awesome Molly Bloom and our crazy poker tournament. I have a bad beat story to tell ...

For a recap of the 2023 FBS Annual Summit, keep reading this issue. You may even see yourself pictured! I hope you all enjoyed your time at the Summit as much as I did.

I’m really looking forward to next year – the 20th anniversary of the FBS Annual Summit – at the beautiful Hyatt

Regency Indian Wells Resort & Spa in Palm Springs, California, April 22-25. Mark your calendars for this epic event! Pools, waterpark, golf, gorgeous views and a spa – you’ll want to plan to extend your stay! We will prepare a special itinerary for all. This event is going to be a big one that you won’t want to miss.

We have added a new member to the FBS Board of Directors, and I congratulate and thank Ed Lynn for donating his time and talents. Ed, we are so happy to have you!

In June, we hosted our first FBS/FAC Town Hall meeting, and we plan to continue this practice. These virtual meetings will be held quarterly after the FAC meets with Buffalo Wild Wings® Corp., and the FBS Board hopes

you will be able to attend throughout the year. We are working toward improving communications with FBS members, and these meetings are one step toward our goal. Also in this issue of The SCORE, you will find a deep dive into how FBS and the FAC work with corporate, so make sure you check that out to get the whole picture!

I hope to see you all at our upcoming FBS/FAC Town Halls. If you aren’t able to make it, hopefully we will see each other at the Buffalo Wild Wings Convention in October. Until then, enjoy your summer! Jim

Bitzonis

Thanks to all who participated in our Annual Summit in sunny Ponte Vedra, Florida. I believe it was an extremely successful and well-run event, and we greatly appreciate and thank Elevanta for organizing this event.

Chairman

Two Joe’s Locations Compete in First Annual Event

Buffalo Wild Wings® franchise Two Joe’s Inc. pitted both of their Minnesota sports bars, No. 3259 and No. 3535, against one another in a friendly flag football competition.

The first annual Two Joe’s Summer Game Day was introduced to engage the employees between the Hutchinson and Mankato locations and give back to staff by providing them a morning of camaraderie. With the idea coming from team members, the franchise was excited to execute the request. At the opportunity to participate, both locations were excited to play and quickly filled sign-up sheets with two teams of 15 employees each.

“At Two Joe’s, we are always about engagement, training and learning opportunities for our team members,” Jen McCabe, Two Joe’s marketing manager, said. “We were thrilled to see both sports bars so eager to participate.”

Teams were competing for a trophy that will be kept by the winner of the competition and the opportunity to pick next year’s sport. All participants were given the opportunity to enter a raffle for a chance to win great prizes.

To help bring the event to life, local schools lent the sporting equipment and Pepsi® donated the shirts both teams wore during the competition.

Given the success of this inaugural event, McCabe hopes to grow the event with more engagement for the staff, sponsorships and games for everyone to play.

“We cannot wait to build morale and get everyone excited for next year,” McCabe said. S

Dover BWW Advised to “Use Their Melons” By NASCAR Champion

Use your melon. Drive sober. Arrive alive.”

That slogan was preached by NASCAR driver Ross Chastain to teach Buffalo Wild Wings® guests and staff in Dover, Delaware, to make smart choices before operating a motor vehicle.

Chastain partnered with the Delaware Office of Highway Safety to continue his “Use Your Melon” campaign. With branded stickers, car advertisements and public appearances, the esteemed motorist travels to spread his message of motor safety.

Dubbed the “Melon Man,” Chastain named his campaign off his family’s fourth-generation watermelon farm.

Partnering with High 5 Hospitality, Chastain taught employees and patrons alternatives to driving home while impaired and the consequences if one chose to do so.

Despite the short notice the Dover team was given regarding Chastain’s arrival, the event was well attended and had a positive sentiment overall.

“Good things were said about the event, and we are open to doing something like this again in the future,” Kevin Wilcox, assistant manager at BWW® Dover, said. S

Opposing Buffalo Wild Wings® employees duke it out in friendly competition.

NASCAR driver Ross Chastain visited BWW® in Dover, Delaware, as part of his “Use Your Melon” campaign.

Aspire 2B Uses Podcast to Share

“Nuggets” of Franchisee Wisdom

As business owners, franchisees are always searching for ways to improve and grow their companies.

For Aspire 2B Hospitality Group (Aspire 2B), it has found success sharing “gold nuggets” of franchisee leadership.

Titled “People Bring Profit: Into the Storm of Hospitality,” hosts Justin Smith and Chris and Kim Olexa discuss personal anecdotes and industry-tested practices to elaborate on topics such as social media, artificial intelligence, business development and more.

“The podcast holds me accountable as a business owner,” Olexa said. “It helps me to practice what I preach.”

BWW Franchisee Volunteers

to Support the Future of the

Foodservice Industry

To maintain authenticity, Olexa found that speaking unscripted around a hot topic produces better content.

Their methods have proven successful, as the Olexas have received letters and testimonies from young entrepreneurs expressing their gratitude for the wisdom Aspire 2B shares.

Olexa also believes the podcast magnifies his company as a separate entity from the franchisor.

On its second season, Aspire 2B is hoping to renew the podcast for another season and wants to continue in its mission to give back to their fellow franchisees and the community.

“We don’t care if we make anything off this,” Olexa said. “We just want to help others entering the hospitality industry, and that is where we get our gratification.” S

On March 4, Buffalo Wild Wings® franchisee Ed Lynn volunteered as a judge for the 2023 Oklahoma ProStart State Invitational to support the nation’s youth entering the foodservice industry.

The annual foodservice competition showcases the culinary and academic talents of more than 200 high school-level students across all the U.S. The winning teams from each culinary or restaurant management competition are awarded medals and post-secondary institution scholarships.

Judging the management portion of the competition, Lynn critiqued young restaurateurs as they presented a restaurant plan consisting of a menu, marketing campaign, staffing plan and layout design.

“ProStart works,” Lynn said. “I have seen it transform the lives of [high school] students, and it was a true privilege to be able to participate as a judge.”

Edmond Santa Fe High School claimed first prize and represented Oklahoma at the national competition in Washington, D.C., on May 2-4.

“I was very impressed with what the students presented,” Lynn said. “The competition made me more confident in the new wave of the workforce.” S

Listen to “People Bring Profit: Into the Storm of Hospitality” on Apple Podcasts and Spotify.

The panel of judges in position to review contestants for the 2023 Oklahoma ProStart State Invitational.

Christy Williams, FBS Executive Director, Speaks at MUFC Conference

Franchise Business Services (FBS) recognizes its Executive Director, Christy Williams, for speaking at the Multi Unit Franchising Conference (MUFC), April 25-28, in Las Vegas. Williams spoke on April 27, on a panel titled “How Franchisee Associations Protect Your Investments.” Other panelists included John Motta, Dunkin’ franchisee, and Bobby Lance, A&W franchisee, and Cheryl Robinson, Supercuts franchisee, moderated.

Williams was hand selected by the chair of the 2023 MUFC, Gary Robins, to speak on the panel and share her views

on franchisee associations. Robins is the president of the Supercuts Franchisee Association, which is also managed by Elevanta. Because of this, he is familiar with the work and expertise of Elevanta and requested Williams join the panel.

Throughout the panel, FBS was utilized as a great model for franchisee associations and how they can work in a positive manner with the franchisor.

Williams commented, “Overall, it was a positive session about the importance of associations coming together to benefit all franchisees and how they can step in, and fill gaps left by the franchisor.”

2024 FBS 20th Anniversary Summit

April 22-25

Hyatt Indian Wells

Palm Springs, California

She continued, “We are growing Elevanta, and we want to be seen as the premier association management company. Our participation in this national conference is confirmation that franchisors, franchisees and business partners see us in that light.”

“FBS can be proud that the organization who manages them is helping others and sharing best practices, and Elevanta is such a professional organization that others are looking to us for guidance,” Williams concluded.

FBS thanks Williams for her service and leadership! S

Please join World Wide Wings (WWW) in recognizing the following valued employees:

Scott Engels was recently promoted to general manager in Macomb, Illinois! Engels started with WWW over five years ago as a cook in Macomb. Since then, he has worked at multiple locations and in different positions, including kitchen manager in Quincy, bar manager in Burlington and back to Macomb as assistant general manager and now general manager. In Engels’ free time, he enjoys football, cooking, grilling, traveling and spending time with friends and family, especially his little ones.

Michael Rouse joined WWW as district manager for the Southern Oregon and Northern California regions! Michael most recently was vice president of training and development for Ghai Management Services. Prior to that, he worked at 4thMVMT as chief operating officer. Rouse held the positions of general manager, training general manager and regional manager for Buffalo Wild Wings® Corp. from 2010-2018, winning Restaurant Manager of the Year in 2017. Rouse enjoys spending time with his family, rock crawling in his 1977 Jeep CJ5, backpacking and mountaineering, as well as snowboarding.

Brittney Bennett was promoted to WWW district manager D3 in Portland, Oregon! Bennett started as a bartender in 2012 while attending Oregon State University. She quickly moved to department manager for BWW® of Corvallis, Oregon, in January 2013 until being promoted to

assistant general manager in September of 2014. In early 2015, she moved to Portland, Oregon, to work as assistant general manager at Cascade Station and Hillsboro before taking on the general manager role at Lloyd Center in January 2017. Bennett moved over as general manager for the Downtown Portland location in July 2019 and then to her most recent role as general manager of Cascade Station since July 2021. Outside of work, Bennett can be found at any Oregon State University sporting event but especially football and baseball. She also enjoys traveling and takes a yearly trip to Mexico and a trip with extended family to Joseph, Oregon. S

We want to highlight your company’s achievements (employee promotions, new hires, employee or restaurant anniversaries and sales records). To submit information for Recognitions, complete the online submission form at www.myfbsonline.org/submissions, email communications@myfbsonline.org or call 678-797-5161.

FRANCHISEE SPOTLIGHT Eric R. Titus

Eric R. Titus

How did you and your partner(s) meet?

Larry and I used to work on the company side at Buffalo Wild Wings® many years ago. We first met when he became my general manager at the original BW-3 in Columbus, Ohio.

What drew you to the brand?

The decision to become a franchisee was simple as I had worked in all areas of operations throughout the restaurant, including leading as a general manager and multi-unit manager. The only thing Larry and I really needed was some financial backing.

What is your favorite thing about the brand?

I am a huge sports fan. I’ve been a part of the brand for so long that I cannot imagine myself working in an environment where I am not surrounded by constant sports stimulation. Plus, I love the energy within a BWW® sports bar. We aren’t your ordinary restaurant. People come to us to celebrate life, share big news with friends and spend time with family. We are very social.

What other concepts do you own? None.

What are your current top three business goals?

1. Shake the dust off the COVID-19 era and return to consistently executing at a high level every day.

2. Further develop a succession of strong leadership within the sports bars.

3. Reduce staff turnover percentage.

Describe your best recent business decision: Reengaging with local community sponsorships. Local swim teams, little leagues, etc.

Partners: Larry Podlagar, Tom Sallah

Year Became a BWW® Franchisee: 1994

Total Number of BWW Locations: 2

Total Number of Employees: 77

What is the best business advice you have received?

“You are running a marathon, not a sprint.” Pace and craft your decision-making for long-term impact — not short-term, knee-jerk reactions.

Describe the biggest industry change since you started: I started with the brand in 1987. It was a time of growth and innovation. Casual-dining restaurants were popping up everywhere. The competitive landscape has since intensified, especially with the popularity and access to quick-casual concepts.

Describe your current biggest challenge as a franchisee: Staffing, particularly attracting quality managerial candidates. Hourly staffing has improved, but it is difficult maintaining a reliable and dedicated workforce.

What is your favorite BWW wing sauce?

My favorite BWW wing sauce has always been and always will be Hot BBQ. For my personal consumption, I mix 50% Sweet BBQ and 50% Hot, which is very similar in flavor profile to the days when we hand made the sauce. Outside of that, I gravitate toward all the Buffalo-style sauces.

If I weren’t a franchisee, I would be …

An oboe-playing, high school band director. I was a Music Education major in college. BDubs pulled me in a VERY different direction! S

Titus and his son Dalton at the 2016 BWW® Bowl Game.

LOOK LISTEN READ

5The Better. app is the all-in-one franchise management software. This app will give you a deeper understanding of your franchise operations by getting all information on each franchisee in one consolidated place.

6 “Franchise Empires” gives aspiring franchise owners the playbook to build a multi-unit franchise empire of their own. Every episode, you hear from guests who are building their franchise empire: Franchisees who started with one unit and aren’t stopping until they get to dozens, hundreds or even thousands more locations.

Look, Listen, Read is a quarterly compilation of some of the most highly rated and reviewed apps, podcasts, books, websites and other resources. FBS does not support or endorse the use of these tools, which merely serve as a guide to exploring a new level of knowledge and productivity for your business.

1

In franchise consultant Kim Daly’s “Create Wealth Through Franchising” podcast, Daly shares valuable franchising insights and interviews franchisees, franchisors, investors, funding partners and more so that YOU can benefit from THEIR insider knowledge and learn how to thrive as a franchisee.

2

HoneyBook is a small-business customer relationship app where client experiences come to life. Through HoneyBook, you can create contracts, send invoices, collect payments, track projects and stay in control of your business — all in one place.

3

How do you cultivate more brave and daring leaders? Then, how do you embed the value of courage in your culture? “Dare to Lead” answers these questions and gives us actionable strategies and real examples from author Brené Brown’s new research-based, courage-building program.

4

”HBR’s IdeaCast” podcast tackles one facet of leadership in 30 minutes or less. With over 600 episodes, this longstanding podcast has covered just about everything you might want to know about being a better leader.

7

“The Franchise MBA” by Nick Neonakis is for entrepreneurs who want to take advantage of franchise ownership. There aren’t many books for those who are just beginning the process, but this book will walk you through each step of the way, from selecting the right franchisor to signing your franchise agreement.

8Airtable is a low-code platform to build next-gen apps. Move beyond rigid tools, operationalize your critical data and reimagine workflows with AI. With Airtable, you will be able to unite your data and workflow.

9 Guy Raz interviews the world’s best-known entrepreneurs to learn how they built their iconic brands. The “How I Built This” podcast is a master class on innovation, creativity, leadership and how to navigate challenges of all kinds.

“Smarter Faster Better” by Charles Duhigg is the go-to book for learning about productivity, efficiency and building your business model on the right footing. Focusing on key concepts like enhancing decision-making skills, increasing motivation and setting effective goals, this book explains how successful companies maximize their time and profits by giving you the tools you need to similarly succeed. S

10

One topic: 10 facts

Sustainability in the Fast-Food Industry: What Do Your Customers Want?

1The U.S. throws food away more than any other country in the world, with nearly 80 billion pounds of food wasted per year, an estimated 30- 40% of the country’s entire food supply.

2 Food accounts for around one-third of all human-made greenhouse gas emissions, while animal-based foods like red meat and dairy products make up a large proportion of these emissions.

3 Food takes up more space in U.S. landfills than anything else.

4 A half a pound of food is wasted per meal in restaurants, whether it’s from what is left on a customer’s plate or in the kitchen itself.

5 Thirty percent of municipal solid waste comes from discarded packaging, and restaurants contribute significantly to this amount.

6 Sixty-five percent of consumers said that while they find healthy, sustainable eating to be more expensive, 43% are willing to pay more for takeaways in restaurants that have visible sustainability practices.

7 Forty-seven percent of consumers would even consider changing what they order from the menu to be more sustainable.

8 People may be less likely to choose red meat items from menus that include labeling about foods’ climate impact.

9 Three out of four consumers are looking for sustainability in plant-based dairy and meat alternatives specifically.

10 Federal agencies set a goal of cutting U.S. food waste by 50% by 2030.

Source: Simplot, Harvard, Move for Hunger, Food Print, Recycle Track Systems, NPR and Kerry

Spotlight on the 118th Congress: Rep. Dave Joyce (R-OH-14)

QWhat skills or perspectives from your background do you apply as a public official?

AAs a congressman and former prosecutor, I have dedicated my career to the safety and well-being of Northeast Ohio. My previous work required a commitment to due process and fact-based decision-making. In Congress, I have aimed to translate this experience into a respect for regular order, legislating through proper committee processes and bipartisan communication.

QWhat do you see as the current biggest threat to small-business owners?

ASmall businesses in my district have recently been most vocal about challenges posed by labor shortages. The lack of workers drives up small-business costs and slows the potential for growth. I have encouraged my colleagues in Congress to focus on education and skills training programs that train our next generation of workers for the jobs that exist, so our small businesses are not held back by an inability to find qualified employees.

QWhat challenges have you helped small businesses in your district overcome?

AMy office is always here to assist constituents’ businesses. During the COVID-19 pandemic, businesses throughout our district needed assistance in navigating the various federal programs that were created to make sure businesses stayed open and workers stayed on payroll. I supported the Paycheck Protection Program (PPP), and my office assisted businesses that had problems with PPP or wanted information on how to qualify for forgiveness. Roughly 78,000 jobs were preserved in Northeast Ohio thanks to PPP, and businesses were able to keep their doors open. Working with small-business owners to help them understand the resources available was a core responsibility for me and my office during this challenging period.

QIn what ways are you seeking feedback from small businesses in your state/district and using that information in Washington, D.C.?

AI am always working to stay in contact with small-business owners across my district and find out how the economic climate is affecting them. I frequently meet with business leaders, local chambers of commerce and constituents to gain their perspectives. Just last November, I hosted a small-business roundtable with owners from a range of sectors, including restaurants, agriculture, packaging and financial services. Last year, I introduced bipartisan legislation called the Commission

on the American Workforce Act, which aimed to create a commission to analyze the labor impact of COVID-19, remote work, the “skills gap,” demographic and family changes, federal and state policies, drug abuse, immigration and the lingering impacts of past recessions and economic crises. Additionally, last year, I supported legislation that allowed employers to contract with H-2A workers year-round instead of just seasonally. The information and feedback I receive from constituents are valuable as I aim to craft legislation that responds to their needs.

QWhat seat do you believe franchisees have at the table and what do you do to support them?

AFranchisees are a core piece of the small-business ecosystem. A friendly tax environment, combined with appropriate treatment by regulators, will allow the government to get out of the way and let franchisees thrive. In 2017, I supported the Tax Cuts and Jobs Act (TCJA), which made significant changes to our tax code and supported small businesses. It reduced the corporate tax rate to 21% and allowed businesses to take a 20% deduction taxed as pass throughs. Last Congress, I was proud to co-lead the Tax Cuts and Jobs Act Permanency Act which would make permanent the changes in the TCJA. Twenty-three provisions in TCJA are set to expire in 2025, and I want to make sure that the individual and small-business tax cuts stay in place. With respect to regulation, this October, I joined several colleagues in sending a letter to Federal Trade Commission (FTC) Chair, Lina Khan, in support of the FTC’s existing Franchise Rule, asking that it be renewed in its current form. The letter details the success of the existing rule in creating a smooth path to ownership for franchisees. I will continue to support these efforts to maintain the model that has allowed franchises to flourish.

QWhat message do you have for small-business owners struggling with supply chain issues, inflation, staffing and other prevalent issues of today?

AThere is no question that the last few years have presented new challenges for small businesses, which are the backbone of the American economy. With that said, I have been inspired by the resilience, creativity and determination of businesses in my district and across the country to stay afloat and brave the most difficult times. While I believe government is best when it gets out of the way, I do want to reiterate that for businesses in Ohio’s 14th Congressional District, my office always stands ready to assist in navigating the federal resources available to you and listen to your concerns which help inform our policymaking in Washington, D.C. S

Buffalo Wild Wings Foundation: Good Citizens Month

We ignite and nourish change for good with compassion, possibility and a champion’s spirit. Together, we are making a difference in the communities we serve. This was especially true during the month of April with the launch of Good Citizens Month. While we give back and volunteer throughout the year, every April we make a concerted effort to say, “This is our Good Citizens Month.” We do that because it allows us all to volunteer together and build relationships while serving as a springboard for our efforts throughout the remainder of the year. One of the core values at Buffalo Wild Wings® is community: creating unique, positive guest experiences while fostering strong community connections. During Good Citizens Month, the Buffalo Wild Wings team really made an effort to come together and represent the community value in their local markets.

We’re blown away by all the incredible ways our team member volunteers gave back this month! Across support centers, in the field, with their teams, living

out our core behavior of being a Good Citizen all month long. Projects included spreading mulch for numerous trees, making hundreds of teddy bears, packing thousands of pounds of food, beach trash cleanup, tutoring students and many more events. Overall, this has been our most successful Good Citizens Month yet!

Thanks to the thousands of company and franchise team members who gave back to our communities this April! Together, we logged more than 8,200 volunteer hours supporting a wide array of causes and organizations. Thank you to all who gave their time and effort in April and every month! Together we are making a difference!

For more information on ways to engage with the foundation and give back in your communities, please reach out to Catherine Stranberg at cstranberg@inspirebrands.com. S

FUEL CHAMPIONS OF THE NEXT GENERATION.

TO LEARN HOW TO SUPPORT YOUR COMMUNITY CONTACT CATHERINE STRANBERG AT THE BUFFALO WILD WINGS FOUNDATION AT CSTRANBERG@INSPIREBRANDS.COM

The Franchise Business Services (FBS) 2023 Annual Summit, April 17-20, was held in sunny Ponte Vedra Beach, Florida, at the Sawgrass Marriott Resort and Spa. The Summit hosted over 200 FBS members, valued vendor partners, corporate leaders and more from across the country for important business and association updates, as well as some fun in the sun with family members.

FBS Chairman Jim Bitzonis kicked off the Summit by welcoming everyone and presenting the Service Awards to franchisees celebrating a milestone anniversary in the Buffalo Wild Wings® system and awards to vendors who had an anniversary supporting FBS in 2023.

Congratulations to the following Service and Vendor Award winners:

FIVE YEARS:

Sanjay Mehra with Sparks Restaurant Management

15 YEARS:

Janelle Herslip and Dani Reichenberger with Wings of Minot ND

25 YEARS:

Kornel Miksa with Erie BWWings Inc.

10 YEARS: Tredsafe

15 YEARS:

DRAS Cases, Mahoney Environmental, Rack Draft Services and Red Bull

FBS Summit MakesWaves Waves

Inspire Brands CEO Paul Brown presented his opening remarks and introduced the newly appointed Brand President and COO of Buffalo Wild Wings, John Bowie, and Buffalo Wild Wings CMO, Tristan Meline, to the stage to share the state of the brand, brand strategies, Blazin’ Rewards 2.0, technology and more!

Rob Bernstein, a partner at Laner Muchin, Ltd., and Douglas Duerr with Elarbee Thompson closed out the presentations for the day. Bernstein provided a summary of the FAST Act, union prevention and NLRB updates. Duerr held an open discussion and Q&A alongside FBS Vice Chairman Roz Mallet over labor unions and other pertinent questions asked by franchisees.

The Summit closed out the first day with the opening reception in the trade show, where franchisees networked with and viewed products and services from FBS’ vendor partners. Later in the evening, attendees were invited to the evening event by the resort pool.

Wednesday, April 19, began with the Bloody Mary Breakfast in the trade show. Afterwards, attendees gathered for the last day of general session.

Chairman Jim Bitzonis introduced the FBS Board of Directors for the Franchisee Town Hall where they shared their experiences and addressed franchisees’ current questions and concerns.

This year’s keynote speaker, Molly

Bloom, wrapped up general session by sharing her inspiring life story, from training for the Olympics to running an illegal gambling operation turned Hollywood movie. She even stopped by Casino Night later that evening!

The Annual Summit made the most of its destination, as attendees had the opportunity to play a round of golf at the famous Dye’s Valley Course, while others spent the day at the resort’s Cabana Beach Club along Ponte Vedra Beach.

To celebrate the last night of the Summit, attendees were invited to Casino Night, a Summit tradition. Franchisees and vendors placed their bets in tournaments to see who would take home the night’s big prize. Franchisees Mark Jones and Martti Matheson took home the $10,000 check for winning the franchisee tournament. BWW manager Anthony Trionfera of Wings West One LLC took home the $5,000 prize check for winning the manager/vendor tournament.

Attendees could also take their bets to the table games where they could win tickets to be entered in the Casino Night raffle and win big prizes donated by FBS Summit vendors.

From the beautiful destination and inspiring speakers to relationship building between franchisees and vendors, this year’s Summit was one of the most successful yet. The countdown for next year's 20th Anniversary Summit in Palm Springs, California, April 22-25, starts now!

FBS Chairman Jim Bitzonis kicked off the FBS Annual Summit by welcoming attendees to general session.

John Bowie, Buffalo Wild Wings® COO and brand president, provided attendees with insights on BWW’s business strategy.

Attendees listen in on future business plans and the state of the BWW® brand.

Kornel Miksa receiving his Service Award for 25 years in the Buffalo Wild Wings System.

Dani Reichenberger and Janelle Herslip accepting their Service Awards for 15 years in the Buffalo Wild Wings system.

Tomas Rogers accepting Sanjay Mehra’s Service Award for five years in the BWW system on his behalf.

The Red Bull team accepting their award for 15 years of support and partnership with FBS.

Josh Flattum from DRAS Cases accepting their recognition award for 15 years of support to FBS.

Buffalo Wild Wings CMO, Tristan Meline, covers a lot of ground while discussing the future business strategies for the brand.

During the Summit’s sponsored beer breaks, attendees catch up with one another and kick off a great week.

The FBS Board of Directors take the stage for the Franchisee Town Hall where they answered member’s burning questions.

Former FBS Chairman Wray Hutchinson greets FBS members at the FBS Town Hall.

Members of Buffalo Wild Wings Corp. excited to kick off the FBS Annual Summit.

Attorney Doug Duerr presents on labor laws.

EVENING EVENT

Franchisees, vendors and BWW Corp. celebrate a great first day of the Summit and reconnect with one another.

TRADE SHOW

Attendees relax and catch up with one another after a day of business.

Evening

Molly Bloom details her life as a former professional skier who turned to running the most exclusive high-stakes poker game in the world.

Bloom shares her experience of being raided by the FBI and her trial and overcoming those obstacles to get where she is today.

Franchisees use their time in the trade show hall to connect and network with vendors from all over.

The Original Pickle Shot booth ready to greet franchisees with samples of their dill pickle vodka.

Various vendors from all over the country attending the Summit to give franchisees a taste of their brand.

The trade show is the prime opportunity for FBS vendors to strengthen connections with franchisees.

FBS Annual Summit kicks off the first evening event at the resort pool.

event entertainer, Michael Gutenplan, a mentalist, has a couple of tricks up his sleeve for the attendees.

The mentalist performs tricks for the attendees from reading their minds to card tricks.

John Bowie, BWW COO and brand president, enjoy the evening event entertainment.

Nothing but sunny skies for the golf day at the Dye’s Valley Course.

Attendees line up in their golf carts, ready to take off and play on the famous Dye’s Valley Course.

for

All smiles for an unforgettable day on the Dye’s Valley Course.

Attendees enjoy the clear skies

their afternoon of golf. Chris Hessenius, Gregory Jordanoff, Joe Lichwick and Jim Bitzonis are ready to take on the famous course.

FORE! Attendees take their best shots on the course.

Attendees at the course.

Attendees pose on the famous Dye’s Valley Course that has hosted many professional golf tours.

This golfer is ready to tee off!

There’s no better way to spend a day on the golf course than with fellow franchisees and business partners.

The Cabana Beach club brings rest and relaxation to attendees.

Attendees sit back and enjoying the sunny skies at the beach.

Attendees show off their cornhole skills in an intense game.

There are more hangers than aces in this game of cornhole.

Members enjoy some shade at the Sawgrass Marriott Resort and Spa Cabana Beach Club.

No shoes and no worries out here at Ponte Vedra Beach. Attendees catch some rays at the Cabana Beach Club.

Attendees catch up while dipping their toes in the ocean.

Nothing but clear skies in Ponte Vedra!

CASINO NIGHT

The FBS Annual Summit takes a little bit of Vegas to Ponte Vedra with Casino Night.

Keynote Molly Bloom joins attendees for some fun at Casino Night.

Poker games heat up across the room.

Event souvenirs for attendees.

Attendees play different games like Craps. Attendees celebrate their wins from the table games by entering in raffles.

Attendees take a chance on winning a raffle prize donated by FBS vendors.

Thank You to Our Sponsors Sponsors

Franchisee Mark Jones shows off his big win in the raffle.

Molly Bloom visits with franchisees as they play poker. The winner of the manager/vendor poker tournament, Anthony Trionfera, takes home $5,000!

Mark Jones and Martti Matheson take home the top prize for winning the franchisee poker tournament.

Get to Know Your Franchise Advisory Council

How Does FBS Work With Buffalo Wild Wings Corp.?

As a franchisee, navigating the relationship with your franchisor can be daunting and difficult. Getting in the door and opening your business feels simple compared to the complex relationship that is working with a brand’s corporate office. That’s why organizations like Franchise Business Services (FBS) exist — to alleviate the burden of franchisees feeling minimized by their franchisor.

Luckily, Buffalo Wild Wings® Corp. takes that relationship one step further. Yes, FBS is the association that serves as a network for BWW® franchisees and represents you to the franchisor, but did you know there’s another group working directly with corporate on a number of pertinent issues that impact franchisees across the system?

by Allison McCallum

This is where the Franchise Advisory Council (FAC) comes into play. The FAC is a group of seven franchisee representatives, five elected and two appointed by the elected members, who meet quarterly with Buffalo Wild Wings Corp. Once a member is elected to the FAC, they become part of the FBS Board of Directors, and at any given time, there can only be seven members of the FAC. Currently, these seven individuals are Jenny Beaudoin, Jim Bitzonis, Brian Carmody, Wray Hutchinson, Mark Jones, Roz Mallet and Bobby Pancake.

Jim Bitzonis, chairman of FBS, said, “The primary objective

of the FAC is to try and have influence with corporate regarding processes and choices they make that affect franchisees. An example of this is when they come up with promotions. We let them know what we think will and won’t work based on our experiences.”

“Sometimes, we’ve seen things play out that they may be considering, and we can let them know why that didn’t work,” he added.

“We have a lot more experience operating Buffalo Wild Wings sports bars than corporate does. We’ve got people on our board of directors who have been in the system since the 90s. Collectively, we have over 100 years of experience in this business, so it’s our responsibility to guide them when they make choices,” Bitzonis said.

Roz Mallet, vice chairman of FBS, echoed these sentiments, saying, “The FAC protects the interests of the franchisee community by being involved with the corporate strategy, giving them feedback and information on how our businesses operate, as well as ensuring that we do everything we can to protect the profitability of our businesses.”

“There are often decisions made that need more conversations about the financial impact, from marketing to IT, and our investments need to be protected,” she said.

There is a minimum of four FAC meetings with corporate per year, and additional meetings may be scheduled if urgent issues arise.

“These meetings are quarterly, face-to-face, so we can express concerns that we have as franchisees,” Bitzonis said. “This isn’t about just the board’s concerns, but all BWW franchisees.”

“All FAC and FBS Board members are available for any of our franchisees to call at any time, if they need us to take their sentiments to corporate,” Bitzonis added.

The FAC is broken down into subcommittees, and non-FAC members may be appointed to these groups. Each subcommittee meets with a corporate representative to discuss their respective topics. The subcommittees are:

Marketing (Including

Food and Beverage):

Brian Carmody

Chris Olexa

Eric Titus

Jenny Beaudoin

Jim Bitzonis

Joe Janaszek

Fixed Assets:

Bobby Pancake

Rick Story

Roz Mallet

Wray Hutchinson

Purchasing/Supply Chain:

Brian Jordan

Kent Ward

Larry Podlogar

Mark Jones

Tom Cook

Ops: Bobby Pancake

Chris Jones

Jason Cole

Jason Curtis

Jenny Beaudoin

Joe Lichwick

Justin Smith

Mia Scott

IT:

Aimee Gibbons

Chris Jones

David Cunningham

David Taunton

H. Fox

Jason Cole

Joe Osinski

Justin Ross

Mia Scott

S. Rouvalis

With both FBS and the FAC representing Buffalo Wild Wings franchisees, it may seem like the organizations have similar functions. While they both act to protect the interests of franchisees at large, the groups operate differently and focus on different areas.

Mallet commented, “FBS deals with issues that the franchisor doesn’t advise on, like legal issues, human resources, contracts, etc. There are some components of this business that aren’t part of the brand standard, and FBS can discuss best practices with members.”

Both organizations are instrumental in the success of Buffalo Wild Wings franchise owners, and they will continue to work together for the best interests of franchisees.

Bitzonis and Mallet agree that reporting to FBS members about these FAC meetings is crucial for the organization. FBS is beginning the practice of recap town hall webinars, where FAC and FBS members can have an open conversation about what was discussed in the meetings. The first webinar took place on June 15, and these town halls are quarterly, as FAC meetings take place.

“We want more interaction with our franchisees at large. Our goal is to educate all our members!” Mallet said.

Please keep an eye out for FBS communications on these town hall webinars. We hope to see you at the next one! S

ALLISON MCCALLUM is the communications editor for FBS. You may reach McCallum at allisonm@elevanta.com or call 678-797-5165.

Preparing Your Buffalo Wild Wings Restaurant for Severe Weather

Whatever part of the country your business is in, severe weather can impact your operations throughout the year. Consider these U.S. statistics on severe weather from the National Oceanic and Atmospheric Administration (NOAA):

• About 1,200 tornadoes hit each year.

• 100,000 thunderstorms occur each year and 10% reach severe levels.

• Damaging winds are classified as those exceeding 50-60 mph.

• Floods kill more people each year than tornadoes, hurricanes or lightning.

Because severe weather can happen anywhere, it is important to take the time to create a plan for any extreme weather that might come your way.

Building a Severe Weather Plan

Preparing for severe weather takes a combination of planning, emergency equipment, team training and exercise drills. Here are some quick tips to help you prepare:

1.Set up an emergency action plan. Occupation Safety and Health Administration (OSHA) recommends including:

• An evacuation policy

• Emergency escape procedures and route assignments, such as workplace maps noting refuge areas

• Names and telephone numbers of important individuals within and outside your business

• Procedures for employees to perform or shut down operations

• Rescue and medical duties for any workers

2. Ensure all employee contact numbers are current so everyone can be accounted for in an emergency.

3. Designate a severe weather shelter. Notify staff of its location and post signage for customers. If your business does not have a shelter, locate a storm shelter nearby or consider sending employees home before severe weather hits.

contributed by Lockton Cos.

4. Implement a communication system to notify employees to evacuate, take shelter or take other actions.

5. Store originals or duplicate copies of accounting records, legal documents, your employees’ emergency contact lists and other essential records in a secure location.

6. Compile a kit to be taken into the shelter that includes:

• Flashlights

• Emergency blankets

• Water

• Gloves

• First aid kit

• Battery powered radio

7. Hold training sessions and practice emergency drills with staff to ensure everyone understands the emergency process.

Hurricane Preparedness

Hurricanes are another cause of concern for many businesses. The average hurricane season has 14 named

storms, seven hurricanes and three major hurricanes. While 2022 saw fewer major hurricanes than the typical year, Hurricane Ian was the third-costliest hurricane in U.S. history with $112.9 billion in damages.

To prepare your franchise in the event of an active 2023 hurricane season, follow these tips:

Make a Risk Assessment

Your building and its contents are likely your biggest assets and can also be costly to replace. A risk assessment can help ensure you are better prepared and protected. Start with an evaluation of your particular risks, such as vulnerability to storm surge, inland flooding or wind damage.

Research Insurance Options

Proper insurance coverage can help you protect your restaurant’s building and its contents. Once you understand the particular risks that your location faces, educate yourself on coverage options that make sense for your business. Explore options for property coverage, business interruption insurance and more.

Develop a Hurricane Plan

Accurately forecasting the path of a hurricane, its strength and the impact on your local area is difficult. But there are ways you can prepare for any storm well in advance.

• Create an emergency response plan and share it with employees. Make sure the plan is documented in writing and revisit it regularly.

• Consider stocking supplies you may need in the event of a hurricane, such as generators, sandbags and window coverings.

• Keep duplicate records or invest in software that will backup essential, sensitive documents. Cyber liability insurance may also be beneficial.

• Decide on a communications plan to keep customers and employees informed about potential store closings or other restaurant emergencies.

Business Insurance for Your Buffalo Wild Wings® Franchise

Severe weather can be worrisome and costly. But with the right severe weather plan, you can protect your employees and

customers. And with the right business insurance from co-brokers Lockton Affinity and Elevanta, your building and property can be protected, too.

Visit Elevanta.LocktonAffinity.com to learn more. S

The Elevanta Insurance Program is administered by Lockton Affinity, LLC d/b/a Lockton Affinity Insurance Brokers LLC in California #0795478. Coverage is subject to actual policy terms and conditions. Policy benefits are the sole responsibility of the issuing insurance company. Coverage may be provided by an excess/surplus lines insurer which is not licensed by or subject to the supervision of the insurance department of your state of residence. Policy coverage forms and rates may not be subject to regulation by the insurance department of your state of residence. Excess/Surplus lines insurers do not generally participate in state guaranty funds and therefore insureds are not protected by such funds in the event of the insurer’s insolvency. Elevanta will receive a royalty fee for the licensing of its name and trademarks as part of the insurance program offered to the extent permitted by applicable law.

The Rich History of Sazerac

Sazerac is one of America’s oldest family owned, privately-held distillers and the largest spirits manufacturer in the United States. With almost 400 years of rich history, we have a storied past and an even brighter future.

Our business was rooted in the Cognac business in France, which in turn led to the creation and popularity of coffee houses and bars in New Orleans, the Sazerac Cocktail and eventually to the Sazerac company we are today.

We are excited about our future as a premier global spirits company working hard to bring the very best spirits in the world to our consumers, while at the same time providing our team with a great working environment and demonstrating care for the communities we live in.

Our Brands

Among our brands are some of the most highly prized spirits.

Some are sought after because of their rarity, some for their particular notes, but what they all have in common is a distinct drinkability. If you’re seeking a truly unique experience, add a few of our Signature Collection brands to your own collection.

Fireball Cinnamon Whisky: This spirit needs no introduction. Just imagine what it feels like to stand face-to-face with a fire-breathing dragon who just ate a whisky barrel full of spicy cinnamon.

Tastes like heaven, burns like hell. What happens next is up to you. What you have here is smooth whisky with a fiery kick of red-hot cinnamon. Fireball Whisky is best enjoyed straight up as an ice-cold shot. For another way to ignite your night, try it with your favorite mixer – cola, ginger beer, hard cider, cranberry, etc. Fireball makes anything taste good!

Southern Comfort: Neat, on the rocks or in a classic cocktail, Southern Comfort fits in anywhere. And just like its hometown, it brings people together for a good time. A robust whiskey-forward profile with subtle spice and fruity accents, our 80 proof takes the original Southern Comfort experience up a notch – for those who like their extra-smooth whiskey extra bold. Try it in a SoCo sour or a classic Hurricane.

Corazon Tequila: For over 130 years, Casa San Matías, a distillery in the highlands of Jalisco, Mexico, has been perfecting the art and craft of tequila. Carmen Villarreal leads her family distillery with passion, grit and determination. For decades, she has worked closely with the expert craftswomen and men of Casa San Matías, employing time-honored distilling traditions and state-of-the-art expertise to produce superb Corazón tequilas.

Mr. Boston Brands: Mr. Boston continues to ensure the success of making cocktails at the bar with our wide array

of Mr. Boston premium spirits. These premium spirits combine ease with style, just like old Mr. Boston himself. Follow his advice, and there will be many pleasant times in store for you and your friends.

Barton Long Island Iced Tea: This delicious, 75-proof product contains rum, gin, vodka, tequila and triple sec. Just add cola and sweet and sour mix for a convenient, consistent, cost-efficient Long Island Iced Tea in a fraction of the time.

Buffalo Trace Bourbon: Our signature bourbon whiskey is created in tribute to the mighty buffalo and the rugged, independent and free spirit of the pioneers who followed them. Within the past decade, Buffalo Trace Distillery has received a record-breaking number of awards including an unmatched seven “Distillery of the Year” titles. Made from the finest corn, rye and barley malt, Buffalo Trace bourbon ages in new oak barrels for years in century old warehouses until the peak of maturity.

To find out more about how Sazerac can be a one-stop solution to grow your beverage program, contact your National Accounts Manager, Candida Banti, at cbanti@sazerac.com.

Sazerac is an Emerald partner member of Franchise Business Services. They company may be reached at www.sazerac.com or 866-729-3722.

Maximizing Benefits and Promoting Inclusion: Harnessing the Power of the Work Opportunity Tax Credit in Franchise Businesses

contributed by Mize CPAs

The Work Opportunity Tax Credit (WOTC) is a federal tax credit available to employers in the United States who hire individuals from specific target groups that have historically faced barriers to employment. It is designed to incentivize employers to hire and retain workers from these groups by providing financial benefits in the form of tax credits.

Franchise owners should care about the WOTC for several reasons. Firstly, it offers a financial incentive and potential tax savings for hiring eligible employees, reducing their federal income tax liability. Secondly, it provides access to a diverse pool of qualified workers from target groups, aligning with workforce diversity initiatives. Additionally, participating in the WOTC program can enhance a franchise's public image and brand reputation by showcasing their commitment to social responsibility.

The process involved in claiming WOTC credits is complex and requires time to ensure they are claimed properly. Also, maximizing credit opportunities, compliance, risk mitigation and staying updated with changes can be daunting. Hiring an accountant that specializes in WOTC management can ensure proper implementation, accurate documentation and compliance with program requirements, potentially maximizing tax savings

and minimizing risks.

Regarding the timing of claiming credits, it is generally advisable to sign up for WOTC services early. Ideally, you want to be enrolled in services before hiring new employees to establish proper systems and capture required information from the start. Early enrollment ensures a streamlined process and avoids missing out on potential tax credits. Still, it is not too late to get the process started if you haven’t already.

In conclusion, the WOTC program offers financial incentives, access to diverse talent and a positive brand image for your business. Hiring a professional and signing up for WOTC services early can help optimize tax savings and ensure compliance with program requirements and deadlines. Regular monitoring and review of eligible employee data are essential to maximize benefits from the program.

If you would like to learn more about the WOTC program as well as additional accounting solutions for your business, go to MizeCPAs.com. You can also contact Marc Swearengin directly at mswearengin@mizecpas.com to start maximizing your benefits today. S

Mize CPAs is a full-service accounting firm that has provided the Elevanta accounting and payroll solution since 2003.

TO QUALIFY FOR WOTC, EMPLOYERS MUST HIRE INDIVIDUALS IN TARGETED GROUPS THAT INCLUDE:

1. Long-term unemployed individuals (unemployed for at least 27 consecutive weeks)

2. Temporary Assistance for Needy Families (TANF) recipients

3. Veterans and disabled veterans

4. Supplemental Nutrition Assistance Program (SNAP) recipients

5. Designated community residents (residing in certain federally designated empowerment zones or rural renewal counties)

6. Vocational rehabilitation referrals

7. Ex-felons

8. Supplemental Security Income (SSI) recipients

9. Summer youth employees (16-17 years old residing in designated communities)

Should You Care About the National Labor Relations Board (Whatever That Is)?

Most people, to the extent they know about the National Labor Relations Board (NLRB), mistakenly believe it only has to do with unions. This is actually not correct because, although the NLRB is often in the news in connection with unionized employers or targets of union organizing activities, the NLRB enforces the National Labor Relations Act (NLRA), a 1935 law which applies to most employers. Unless you are an airline, railroad, government or very, very small business, you are covered by the NLRA and, thus, subject to enforcement action by the NLRB. “So what?” you might ask, “In all my years of business, I have never come across them.” If that is the case, you are far luckier than a number of businesses that learned the hard way in 2012 that disciplining employees who were exercising rights under the NLRA could result in substantial penalties and bad publicity.

by Douglas H. Duerr

The “Fight for $15” campaign, a “grass roots” movement, supported by the SEIU national labor union, began in 2012 with around 200 fast-food workers who were not unionized, walking off the job and picketing their employers, demanding $15/hour. A number of those picketed employers disciplined, including with termination, the picketing/striking employees. Not surprisingly given the publicity and the involvement of the SEIU, those employers received a swift lesson about employees’ rights under the NLRA and the procedures of the NLRB. The consequences were legal bills, orders of reinstatement of terminated workers, backpay, posting of notices and other remedies.

With the passage of 11 years, the memory of those events has faded for many, if not most, retail employers, and many of

the supervisors and managers working now had not entered the workforce and thus are not likely to know of these events. Why does this matter? The employee rights under the NLRA still apply and continue to apply even when there is no union. The rights are set forth in Section 7 of the NLRA and are as follows:

Employees shall have the right to self-organization, to form, or assist labor organizations, to bargain collectively through representatives of their choosing and to engage in other concerted activities for … mutual aid or protection, and shall also have the right to refrain from any or all activities …

What does this mean? While it could take a textbook to explain it fully, stripped to the bare minimum, it means that if two or more employees (or one with the authority of one or more employees or as a logical outgrowth of communications/actions with one or more employees) engage in activity that is intended to improve the conditions of employment, that conduct is protected. Indisputable examples of the exercise of §7 rights include work stoppages, picketing, leafletting and other forms exerting economic, political or public relations pressure on an employer to improve workplace conditions. To be clear, not all conduct is permitted. For example, vandalism, violence, work slowdowns, maligning the employer’s products/services, deliberately false statements and the like are not protected.

So, again, since the Fight for $15 has been largely out of the news since 2012/2013 (although it still has an actively updated website), why does this matter and who cares about the NLRB? Being aware of the rules stated by the NLRB matter, and you should care because there have been some relatively recent developments that increase the potential for you and your business having contact with the NLRB.

First, public support for big labor is the highest it has been in many decades. A Gallup® poll from last year found that 71% of Americans have a favorable opinion of labor unions. Couple that with a steady stream of news of workers organizing at Starbucks®, Apple® retail stores and Amazon® locations, workers throughout the U.S. and in industries not normally targets of union organizing are beginning to take action.

In addition, the NLRB increased its active presence on social media to target younger workers, now regularly posting regarding legal developments and expansion of employee rights. In fact, I recently heard an anecdote from an NLRB official about members of the public finding out about changes in the law even faster than the front-line personnel of the NLRB’s field offices. Combine that with changes enabling workers to file charges against employers electronically, and it is clear why there has been a dramatically increasing workload at the NLRB.

Second, the top lawyer for the NLRB has been aggressively and openly pushing an agenda intended to facilitate unionization by removing from workplaces any rule, policy or practice that might “chill” employees from exercising their rights under §7. Similar to what the NLRB did during the Obama

administration, the NLRB is targeting “standard” clauses in policies and employment contracts/separation agreements requiring confidentiality of compensation, settlement terms or other matters relating to the terms and conditions of employment as well as policies/contract clauses prohibiting employees (or former employees) from disparaging their employer.

Does all this mean that your business is next for union organizing or activity or that the NLRB will be knocking on your door as I complete this article? Probably not, however, it does mean that you need to make sure your managers and supervisors, before issuing discipline or warnings, have been trained to recognize employee activity that might be protected by §7. You should also have your handbooks, personnel policies and employment/separation agreements reviewed to lessen the likelihood that the NLRB finds your business has committed an unfair labor practice requiring an economic or other remedy (e.g., having the CEO make a public statement regarding the unlawful conduct and promising not to violate the NLRA in the future).

There is no doubt that the rules of the game are changing constantly, making it ever challenging environment for your business. This means that even if you could ignore the NLRB in the past (which you really couldn’t), you need to make sure you pay more attention to it now and for the foreseeable future. S

DOUGLAS H. DUERR is a partner at Elarbee Thompson, a national labor and employment law firm with an industry practice area focused on franchisees. Learn more at www.elarbeethompson.com.

Elements of the Entrepreneurial Mindset Series: Element No. 1: Freedom and Responsibility

by Dan Coughlin

The drive for almost every entrepreneur begins with a desire for freedom.

This was the case for me. I’m the fourth of six kids. Growing up, I often felt I had five parents telling me what to do. My parents and siblings are all wonderful folks, but my position in my family drove me to want freedom in making decisions. I started out as a college soccer head coach and high school math teacher, which provided me with about as much freedom as you can imagine. Ultimately, I started my own business because I wanted to teach ideas on individual and group performance, and that isn’t what high schools and colleges were looking for me to do. I wanted the freedom to teach what I wanted to teach.

Other entrepreneurs land on this desire for freedom in other ways. Perhaps they were the oldest child, used to being in charge, and being the head of their own business just made the most sense to them. Other people worked for an entrepreneur and liked the idea of running their own show. No matter how they got there, they found a deep desire to be in charge of their destiny and were willing to put up with the long, hard hours of entrepreneurship.

Ironically, many non-entrepreneurs think that money is the driving force for an entrepreneur, but in my experience of being an entrepreneur and working with entrepreneurs, I have found that freedom is actually the most important factor. Many, many business ventures fail within five years. And yet, entrepreneurs try again and again. Why? Because they want the freedom to make their own decisions, even if it leads to another failure.

How important is freedom to you? Do you prefer working

for a manager or a business owner who provides you with clear parameters on what to do and what to achieve? For many people, total freedom to figure out what to sell and what customers to pursue would not be an enjoyable experience. It would feel like too much pressure. For other people, this type of pressure is what fuels them and keeps them energized.

It's very important for you to decide how important freedom is for you in your work life. It’s not that one way or the other is the better way. It’s just that the desire or lack of desire for freedom in your work is a very important first step for you to discern.

If you choose freedom and entrepreneurship, then you will have to deal with the upside and the downside of that decision.

The Responsibilities of Entrepreneurship

The freedom part is actually the easy part. The hard part is taking on the responsibilities of entrepreneurship.

Responsibility No. 1: You Are Your Brand.

Everything you do and say affects the way people think about your business.

If you tell a dirty joke, scream at a kid during a youth baseball game, get drunk, use filthy language with employees in front of a customer or sell a faulty product, you affect the way people think about your business.

If you treat employees and customers with respect, if you are

a positive force in your community, if you avoid taking shortcuts to impress people and if you back up your promises regarding your products and services, then you affect the way people think about your business in a positive way.

Everything you do and say affects the way you and your business are perceived.

Responsibility No. 2: Every Employee Affects Your Brand.

This is true of all your employees. If your employee is rude to customers, then the customers will assume that you are rude and that your company is not something they want to deal with.

This is a major responsibility. You might be a great person to be around, but if you allow your employees to act in ways that reflect poorly on your business, then it’s just the same as if you did those things. Clarifying, attracting, selecting, placing and developing the type of employees you want representing your brand and removing employees that you don’t want to represent your brand are very important responsibilities of the entrepreneur.

Responsibility No. 3: You Strengthen or Weaken Your Culture Every Day.

A company’s culture is how people across the organization act on a consistent basis. It doesn’t matter what is written on the walls. And the number one person who affects a culture is the owner of the organization.

Think about that for a moment. Your attitude, words and actions have a tremendous and immediate impact on your culture. Before you move into action, really consider whether you are building the culture you want or one you don’t.

Responsibility No. 4: Every Day You Have to Clarify Important Items.

When the business day gets rolling, it’s very easy to lose sight of the core pieces of your business. Here are a few questions that you are responsible for answering every day:

a. What is the value we are selling?

b. What types of customers are we trying to sell that value to?

c. What products and services will deliver that value to those customers?

d. How will we let those types of customers know that we have this value to offer them?

It’s your responsibility to coordinate the efforts of other people to market, sell, deliver and charge for this value to those customers. It sounds so simple, but it’s very easy to fall into the trap of losing sight of these four questions.

Freedom comes with responsibility. They are the two sides of the same coin. They are the starting point of entrepreneurialism. S

Since 1998, DAN COUGHLIN has worked with serious-minded leaders and executives to consistently deliver excellence. He provides executive coaching, leadership and executive development group coaching programs and seminars to improve leadership and management performance. His topics are personal effectiveness, interpersonal effectiveness, leadership, teamwork and management. He also guides strategic decision-making meetings. Now, he is also focused on helping people to develop their entrepreneurial mindset. Visit his free Business Performance Idea Center at www.thecoughlincompany.com

Invisibility

There are very few truly cruel managers in the business world, despite what we see on television and in the movies. Yes, there are managers who are incompetent, neglectful and uncaring. But real cruelty is rare. Very few managers yell, scream, fire people at whim or hang up the phone without saying goodbye. On the other hand, we've all seen managers who often act as though their employees are "invisible." This article is about what managers do that make employees feel unimportant and, therefore, invisible.

How many times have you stepped into a boss' office to discuss some matter, and he/she takes a phone call in the middle of your discussion? What are you supposed to do, stand there? Sit down? Signal that you'll come back? Your boss has just told you, "For the next few minutes, you are invisible." How many times have you seen managers, either alone or in packs, pass by employees with absolutely no acknowledgement? Employees who are quietly looking for some signal of recognition and receiving none feel invisible. Another example: You've been called to the boss’ office, and he doesn't look up until finishing the document he's reading. You don't exist. We've all had it happen to us, and if we're honest, we've done it to others. Employees will verbalize the situation with statements

by Dennis Snow

such as, "I don't feel appreciated," or "I don't feel valued." What these employees are really saying is, "I feel invisible."

I believe that this feeling of invisibility is a real problem in today's work environment and is the cause of a lot of frustration, unhappiness and employee turnover. People want to feel recognized. People want to feel important and needed. Psychologists have told us for years that feeling needed and worthy of recognition is one of the most basic of human needs. It is very hard for employees to perform at their best when they feel unimportant. I remember watching a manager holding an important yet friendly conversation on a cell phone. The manager walked into a subordinate's cubicle and proceeded to rifle through some files that were on the desk, obviously looking for something related to the phone call. At no time did the manager even make eye contact with the person sitting in the cubicle, even though that person stared at the manager the entire time. Everything about the manager's behavior communicated, "This cubicle is empty." It wasn't.

Most of us don't purposely treat people as invisible. It is an error of omission. We get wrapped up in what we are doing or where we are going, and we ignore everything around us.

We put our heads down, hit the accelerator and everything and everyone around us disappears. But we don't disappear. Our employees see us, and they know that we don't see them. And every time it happens, their feeling of value slips a little more until they decide to go somewhere they feel appreciated. These employees will say that they are leaving for a new opportunity. Why did they seek a new opportunity? Because when you're invisible, you don't see much opportunity in your current spot. It doesn't take a lot of effort to make sure people feel noticed. A smile, a hello, a "How did your son's game go last night?" are small courtesies that let your people know that you know they are there and are important to you. I vividly recall an incident that occurred many years ago. I was eating lunch with my boss, Bob, when an executive and a few corporate layers up the ladder walked up, greeted us both, and said, "Bob, where have you been?" My boss had been immersed in a large project for a couple of weeks. They chatted about the project for a few moments, the executive showed genuine interest,

joked a little, and the conversation ended with a friendly, "See you later," to both of us. The whole interaction took 60-seconds at the most. I could tell, however, that Bob thought it was pretty cool that this executive noticed he had been missing in action for a couple of weeks. He was visible.

For the next 30-days, make a conscious effort to ensure that your employees don't feel invisible. Say hello, talk to them, have lunch with them, notice little things on which you can positively comment that let employees know that you see them. Some of you may be thinking, “Isn't this just an exercise?” Yes. And exercise is good for you. If doing this 30-day exercise gets you in the habit of making sure those around you feel important and valued, then the exercise is worth it. If one employee who was considering leaving decides to stay because he/she no longer feels invisible, then the exercise is worth it.

Who among your employees do you imagine feels invisible? You know what to do. S

DENNIS SNOW is a business author, speaker and consultant who helps organizations develop world-class customer service. He is the author of two books, "Lessons From the Mouse: A Guide for Applying Disney World’s Secrets of Success to Your Organization, Your Career, and Your Life" (Snow & Associates) and “Unleashing Excellence: The Complete Guide to Ultimate Customer Service” (Wiley). Snow can be reached at www.snowassociates.com or at 407-294-1855.

©2023 HEINEKEN® Silver Lager Beer. Brewed in Holland. Imported by HEINEKEN USA, White Plains, NY.

Most of us don't purposely treat people as invisible. It is an error of omission.

“

Generation Z Productivity: What to Expect From the Newest Worker Demographic

by Laura Stack

…A new generation is on the rise, and the first step to communicating with them is understanding they aren’t just another Millennial.“

– Pamela La Gioia, American

The Entitlement Refrain

The post-Millennial generation of workers, born from about 1995 -2010, has now entered the American workplace in earnest. Some 74 million strong, this diverse cohort comprises about one-quarter of our population, and almost 40% of the workforce. They’re more plugged into the digital world than any generation before them and have never known any other lifestyle.

Although Generation Z’s oldest members have worked steadily for a decade, some business pundits still don’t know what to think of them or how to handle them. And as with Millennials, many of the experts’ expectations regarding Gen Z have proven mostly wrong.

It’s amusing, sometimes, to look at early opinions of changing business paradigms. As Millennials were still getting firmly established, older business generations often misconstrued their independence and lackluster corporate loyalty — fueled by the ways businesses treated their parents during the dotcom bust and Great Recession — as lack of focus and laziness. Some observers initially assumed the newest generation of workers would wind up acting even more entitled, self-indulgent and self-centered than they thought the Millennials were.

Fast forward ten years or so, and there’s still little consensus about what to expect of Gen Z overall. However, there are a few things that most observers agree on. It turns out Generation Z is more conservative than Millennials, moving back toward the Baby Boomer/Generation X idea of business, though they still have an entrepreneurial mindset. Some experts are disturbed by the perception that Gen Z’s devices seem grafted to their hands

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and think this will certainly diminish productivity, but that doesn’t seem to be the case.

Here’s what you can expect of Generation Z workers in terms of productivity: 1

They’re not just a bunch of geeky kids. They’re just more tech-savvy than older generations, since they grew up with the technology. Some view their reliance on social media as distracting and isolating, though Gen Z members themselves see it as a way to connect with people all over the world. To them, it’s a form of global networking — which can become productive, as they make connections with potential business partners, the worldwide audience and the global workforce. They often see their devices as extensions of themselves. All they need to do is harness and channel these interconnective tendencies to leverage them productively. Furthermore, they’re comfortable with digital data and analytics and tend to be creative and design oriented. In most ways, their digital competence serves as a strength, and smart managers, no matter their generation, will take this into account. 2

They’re motivated to make contributions to the world, and by extension, to their organizations. If they get the feedback they crave, they’ll give freely of their time and energy. They enjoy volunteering and participating in community work the company gets behind. 3

They’re more conservative than Millennials. Gen Z workers are more likely to follow older generations’ ideals of structured work and hierarchies than Millennials. Despite their digital orientation, they value the human connection with their teams and prefer face time with their leaders, with frequent feedback. As a group, they’re less prone to expect validation and view failure as a chance to learn — the old “fail forward” concept older work generations will find familiar. They’re also very competitive and driven by financial and career goals. 4

They prefer personalized work experiences. In this, Gen Z workers do resemble Millennials. More than a third of them (fewer so far than Millennials) see work/life balance as a priority and take this into account when choosing jobs. While more are loyal to their employers, they still want to have things their way — and in many cases they can get that, with remote working and by leveraging the gig economy. They’re also quite entrepreneurial and like their “side hustles,” though perhaps less so than Millennials. They value independence, though prefer job security more than Millennials.

Engage, Engage, Engage!

For the foreseeable future, Generation Z will comprise a significant portion of the workforce, and within a decade, they may well dominate it. If you can engage their drive to achieve and contribute, you’ll enjoy fantastic productivity from them … but isn’t this true for every generation? Business insiders suggest mentoring and managing them with Millennials, letting them try and fail if necessary and encouraging them to think on their feet. Let them use their devices for research and connection and take advantage of their familiarity with technology in any other way that benefits your business. S

© 2023 Laura Stack. LAURA STACK, MBA, CSP, CPAE, is an award-winning keynote speaker, bestselling author and noted authority on employee and team productivity. She is the president of The Productivity Pro Inc., a company dedicated to helping leaders increase workplace performance in high-stress environments. Stack has authored eight books, including “FASTER TOGETHER: Accelerating Your Team’s Productivity” (Berrett-Koehler 2018). She is a past president of the National Speakers Association and a member of its exclusive Speaker Hall of Fame (with fewer than 175 members worldwide). Stack’s clients include Cisco Systems, Walmart and Bank of America, and she has been featured on the CBS “Early Show,” CNN and in The New York Times. To have Laura Stack speak at an upcoming meeting or event, call 303-471-7401.

If they get the feedback they crave, they’ll give freely of their time and energy.