Flame 2020, Issue 3

Learn How Bruce Daniels of Carolina Franchise Holdings

Bruce Daniels

Learn How of Carolina Franchise Holdings

Handles Adversity

Handles Adversity

PAGE 20

Franchisee Completes

First System Remodel With Pavilion Design

PAGE 32

NFA Editorial Board

Drew Paterno

Executive Editor dpatern@aol.com

201-445-0055

Jessica Loeding

Editor-in-Chief

jessical@nfabk.org

Sean Ireland Managing Editor seani@nfabk.org

Rachel Jackson Associate Editor

rachelj@nfabk.org

Advertising Sales

Jeff Reynolds Director of Business Partner Relations

jeffr@nfabk.org

678-797-5163

NFA Officers

Dan Fitzpatrick Chair

Jim Froio

Vice Chair

Drew Paterno Secretary

Steve Keith Treasurer

Christy Williams

CEO

NFA Board of Directors

CANADIAN FRANCHISEE ASSOCIATION

Mike Kitchingman

FLORIDA/CARIBBEAN

Glenn Levins

GREAT MIDWEST

Adam Velarde

Matt Carpenter

GREAT WESTERN

Nasser Aliabadi

Gary Geiger

INTERNATIONAL HISPANIC FRANCHISEE ASSOCIATION

Guillermo Perales

LARGE FRANCHISEE GROUP

Patrick Sidhu METRO NEW YORK

Amir Syed

MID-ATLANTIC

Gary Andrzejewski MID SOUTH

Kevin Newell

Mike Callahan

Brent Northrop

Larry Stokes II MINORITY

Camille Lee-Johnson MOUNTAIN

Amir Allison

Brek Kohler

Shirley Humerian

Michael Laird

Matt Herridge

Bill Keller

TABLE OF CONTENTS

2020 Issue 3

Remodel With Pavilion Design by Sean Ireland

36 Living Our Mission: Ensuring Supply Amidst COVID-19 contributed by RSI

38 Franchisees Have New Opportunities to Participate in Fall Fundraising Campaign contributed by the BURGER KINGSM McLamore Foundation

40 Preparing Restaurants for Winter Prevents Problems Later contributed by Lockton Cos.

42 What Is Unclaimed Property? Did You Know It’s Your Job to Find It? by Stacy Smith, Mize Restaurant Group

44 BLM? #MeToo? What Is Next and Why You Should Not Fear It … If You Implement the Right Policy by Douglas H. Duerr, Elarbee Thompson

46 Look Ahead and Remove Obstacles by Dan Coughlin, The Coughlin Co.

48 How to Ensure Your Employees Are Show Ready by Dennis Snow, Snow & Associates Inc.

50 Eliminating Energy Drains: Identifying Stressors in Your Life by Laura Stack, The Productivity Pro®

FROM THE VICE CHAIR

NFA Focused on Franchisee Success and Brand Growth

The days of mid-March seem a lifetime ago, maybe because while it’s been just a few months since most of us became aware of the novel coronavirus that causes COVID-19, much about daily life in our nation has changed in that time.

For most of this year, we’ve tried to reduce spread of the highly contagious virus by avoiding large crowds, staying home as much as possible and practicing social distancing. The unfortunate side effect of the measures we’ve taken to battle the pandemic is the damage that’s been done to the national economy and the restaurant industry in particular. Some businesses were forced to close; others have radically altered operations in ways that limit the number of customers they can serve. Millions in the food-service industry have lost jobs, and recovery has been slow. Perhaps the hardest part to accept is that we still don’t know when we’ll emerge from the shadow of the virus once and for all.

with the BURGER KING® brand. If anything, the pandemic has highlighted the value of the NFA’s work.

Franchisees are the largest investor class in the BURGER KING brand, and in short, the NFA looks out for their interests. Over the last several months, NFA Chair Dan Fitzpatrick and the rest of the NFA leadership team, which includes the officers, board of directors and committee chairs, have worked tirelessly with the team at Burger King Corp. (BKC) to find ways to help franchisees during this difficult time.

After the pandemic hit in March, our restaurants suffered a 15% to 25% decrease in customer count through April. But the people visiting the restaurants bought more food, so check amounts increased. The brand’s flat overall performance was good considering the situation, and we are in better shape than many other concepts. We have drive-thrus, and our customers can be served inexpensively. There’s a demand for us because we are fast, we serve good food and we treat people with respect. We fill a need for people.

In those early days of the crisis, when things were at their worst, the NFA focused on keeping BKC aware of the problems facing its members. When franchisees take a hit in sales, it results in negative profits, and we sensitized brand leaders to our plight. In response, BKC came to the table with loans and cash to advance and delayed some rent payments and development and remodeling plans.

by JIM FROIO

happening in the places where the rubber meets the road – our restaurants. Our committees are working with their counterparts at BKC to get the best outcomes on those fronts. We have a great relationship, and our NFA chair works hand in glove with the leader of the brand based on the idea that franchisees must be profitable for BK® to continue to grow.

Though the pandemic has harmed the economy and left us uncertain about the future, one thing that remains rock solid is the relationship the National Franchisee Association (NFA) has with its members, acting as a strong advocate for franchisees

We continue to work with brand leadership. These efforts have focused on sales building and image with franchisee profitability and building the business and the brand as our highest goals. At our next meeting, we’ll make sure we are covering all the items on franchisees’ minds, including marketing, operations and remodeling.

The NFA plays a critical role in keeping brand officials abreast of what’s

As we begin the countdown to the end of this difficult year, the NFA will continue these important efforts. The work that Dan Fitzpatrick and the committees have done puts us in a good position moving forward. They and past NFA leaders have dedicated countless hours and unflinching effort on behalf of franchisees.

We all want the same thing – for the brand to be successful. That’s what we strive for every day. Because of the NFA’s efforts, we are poised to reopen and be successful when the country opens up again. n

There’s a demand for us because we are fast, we serve good food and we treat people with respect. We fill a need for people.

June 9-11 | Cosmopolitan, Las Vegas

WHO SHOULD ATTEND: Franchisees | ARLs | System Suppliers

FROM THE

In Uncertain Times, the Value of NFA Programs Is Unquestioned

We’re running out of ways to say it: 2020 has been an unprecedented year, mostly in ways we would rather not remember.

For the first time in more than 100 years, a pandemic swept over our nation and the world, with terrible consequences, including thousands of deaths. Attempts to combat the virus caused the worst economic crisis in the United States since the Great Depression. Throw in a few random natural disasters along the way, and you have a calendar page that all of us will be glad to turn at the end of December.

Even so, however much we may anticipate a fresh start with a new year, there are still some unknowns to face in the months to come. Will there be a second wave of COVID-19 infections as the weather turns colder? When will a vaccine be approved? Who will be elected to lead in November? Will Congress find a way to provide muchneeded financial relief to the hospitality industry? Certainties in these last months of 2020 are few and far between.

program offers you a selection of nine major medical plans, two minimum essential coverage plans and three HDHP/HSA choices. This range of options offers a plan that fits nearly any business situation, and each includes benefits administration services that take the back-office burdens off you and your team: optional online benefits enrollment, COBRA administration, and HIPAA compliance and billing.

Elevanta uses the Blue Cross Blue Shield PPO Network, and its unique self-funded structure offers your company the opportunity to decrease costs over time. There are also dental, vision, term life, supplemental accident, short- and long-term disability, long-term care and Medicare supplement insurance options available. No matter your needs, Elevanta has a solution to meet it.

by CHRISTY WILLIAMS

One thing that remains certain for members of the National Franchisee Association (NFA), however, is the value you can get through the Elevanta health and property and casualty insurance programs. If you’re considering changes to your insurance coverages at the start of the new year or if it’s time to renew your coverage, there are some important things to know about the services and care you receive with Elevanta.

The Elevanta group health care

As an Elevanta client, you’ll also know that our solutions are geared toward small businesses and that every decision is made with your needs in mind. At the end of March, as the pandemic shuttered businesses across the country, the Elevanta Board of Directors deferred program payments that were due on April 1 to later in the year, a step that represented $1.7 million in immediate cash savings to clients. Additionally, Elevanta accelerated the payment of refunds to clients who renewed with the program, a payment of an additional $300,000 in advance to clients. With Elevanta Health, you have a true business partner.

It’s the same with our property and casualty insurance program. One year ago, we were celebrating the start of a relationship with a new broker, Lockton Affinity. Today, we can see what a wonderful decision that turned out to be. As a subsidiary of Lockton Inc., the largest privately owned insurance broker in the world, Lockton Affinity offers a nationally competitive program with coverage lines, including property and casualty, general liability,

workers’ compensation, umbrella and commercial auto. The rates are competitive, and the service has been outstanding. Several BURGER KING® franchisees who transitioned to the Lockton Affinity program over the last year have noted the great prices and coverage they get with more personalized attention than they’d ever received before.

These are just two of the outstanding services available to BK® franchisees through their NFA membership. Call us at 678-797-5160 to learn more about either of these two programs or to get your quote started.

As this difficult year winds to a close, it is with hope that we anticipate the coming year. Though we may not know with certainty everything that is still to come, what is clear is that through the NFA, you have access to top-shelf Elevanta services that will take burdens off your plate and ease your administrative worries. Remember that you have a partner in the NFA that will always be there to help you and your businesses, no matter what the circumstances. n

With Elevanta Health, you have a true business partner.

GPS Hospitality Sought to Hire 3,000 Team Members Through Virtual Job Fair

GPS Hospitality, operated by CEO Tom Garrett, hosted its largest-ever job fair Aug. 17-21, which included all its restaurants throughout 13 states. Due to the COVID-19 pandemic, the job fair was mostly virtual. Hiring managers arranged interviews through video chat and phone to ensure a safe interviewing process.

“Our annual job fair was the biggest one to date. We implemented virtual technology to assist our hiring managers in finding the best talent to join or lead our teams,” said GPS Hospitality President Michael Lippert. “While we use new tools that promote safety in our communities, we still look for applicants that speak to our core values of being goal-focused,

people-oriented and service-obsessed.” The company made its application

process simple for those interested. Candidates could apply in five minutes or less by texting “GPS” to 37872, or just by visiting the GPS Hospitality website. It advertised the job fair through an extensive paid social media campaign and press outreach.

“We have a need for trained staff to serve our guests, as customers are eagerly returning to our restaurants, now with expanded curbside and delivery options beyond the traditional drive-thru and carryout,” said Lippert.

The company is thankful that virtual and contactless technology has allowed it to conduct its annual job fair with the health and safety of its team members and candidates in mind. n

GPS Hospitality took its annual job fair virtual Aug. 17-21.

Rob-Kraft Inc. Employee Recovering After Scary Bout With COVID-19

Avalued Rob-Kraft Inc. BURGER KING® employee is making a slow recovery after contracting COVID-19 and nearly dying from the infection earlier this year. Raul Del Rio, a project manager at one of Rob-Kraft’s 17 BK® locations, is in a rehabilitation facility after being diagnosed with COVID-19 in late April and suffering a scary bout with the disease.

Del Rio didn’t feel badly but had a persistent cough for the first couple of weeks after his diagnosis. However, his condition worsened, and he was hospitalized, eventually winding up on a ventilator in the intensive care unit. After going into cardiac arrest, his family was warned that he was near death and might not survive much longer. Del Rio rallied from that low point, however, and his condition has been improving.

Del Rio, described by Rob-Kraft Inc.

Vice President of Operations and Human Resources Brian Robison as dedicated, loyal and trustworthy, lost 115 pounds during the ordeal. He was recently moved to a rehab facility, where he is developing strength, recovering from a bed sore and getting used to moving around and walking again. Though he is improving,

it is not expected that he will be able to return to work anytime soon.

Robison said Rob-Kraft Inc. hired a company to perform a deep cleaning in the restaurant when Del Rio was diagnosed with COVID-19 and traced anyone who worked closely with him to determine if they might be infected and would need to quarantine. The company also notified the state health department and followed its recommendations.

It was all part of the plan that had been in place for just such an occurrence, Robison said. “Don’t panic when someone gets infected with the virus. Stay focused. If you have enough restaurants, it’s bound to happen,” he added. “Be informative with your team, have a plan and follow that plan so your team understands that they will be OK and your restaurant will continue to operate.” n

QDI’s La Porte BK Hosts Local Artist While Other Restaurants Stay Closed

Marjorie Parks will tell you she is blessed with three things: her love for farming, her love for animals and her love for artwork. The 90-year-old widow lives on a farm in northwest Indiana, a 20-minute drive from the nearest BURGER KING® restaurant in the small town of La Porte.

Her morning routine is consistent. Marjorie strolls into BK® #14045, owned by Quality Dining Inc., with a smile on her face and art supplies in hand around 6:30 a.m., seven days a week. The morning crew happily greets her by name, and Marjorie warmly does the same in return.

“I like their friendliness best,” she said, smiling.

By now, placing an order is simply a formality – team members know Marjorie wants a Sausage CROISSAN’WICH® with mustard and a water.

For the next two hours, she sits in her favorite booth, eating breakfast and

drawing. Sometimes Marjorie creates freehand colored pencil sketches to sell or give away as greeting cards. By her own estimate, she’s probably drawn more than 1,000 of those over the years. Marjorie also passes her time at the restaurant using markers in adult coloring books and visiting with other guests or team members who are on break. She even encourages a team member who moonlights as a budding artist.

“It’s a wash as to who benefits more in this situation,” said Senior Restaurant Manager Lynda Ericson. “It’s a win for the other guests because they want to look at her artwork and talk with her. It’s a win for Marjorie because she can count on friendly faces at a restaurant that is open and ready to serve her every single day. It’s a win for us because Marjorie is a friendly face during a time when a lot of us have felt alone because of the pandemic. We look forward to seeing her.”

If you saw the relationship Marjorie

has with the team members at BK #14045 and vice versa, you would think she is a longtime regular, but that is not the case. Up until mid-March, when many state and local governments across the country closed dining rooms, Marjorie spent her mornings enjoying breakfast and creating art down the street at the local McDonald’s. As of early September, that restaurant’s dining room still had not reopened. But Marjorie did not seem to mind.

“I like it here. I’m not going back to McDonald’s even if they open,” she said. “Well, unless BURGER KING starts charging me rent.”

Rob-Kraft Inc. employee Raul Del Rio, left, pictured at a company event in 2019, is recovering after contracting COVID-19 in April.

Marjorie Parks, 90, created these and other drawings during daily visits to her local BURGER KING.

QDI Builds New Restaurant During a Pandemic

Building BURGER KING® restaurants from the ground up is nothing new for the internal 12-person development team at Quality Dining Inc. (QDI). In the past six years alone, QDI – led by NFA Chair Dan Fitzpatrick – built more than 30 brand new BURGER KING stores and completed more than 25 scrape and rebuilds in Florida.

When Fitzpatrick’s company purchased the land to build a new restaurant in Belle Glade, Florida, last fall, QDI added it to the existing schedule with other construction projects.

But in March 2020, a couple months before the scheduled groundbreaking at the Belle Glade site, a pandemic brought the restaurant industry to its knees. In the span of just a few days, most state and local governments shut down dining rooms across the country. Many schools and businesses also shuttered and pivoted to virtual models to reduce in-person contact. For several weeks, many families did not venture far from home or the grocery store for food. Unemployment rates skyrocketed. COVID-19 swiftly changed the way all of us live, work and play.

Just two months later, in May, Quality Dining Inc. broke ground at the Belle Glade site and began construction on schedule. The timing brought its own set of challenges, especially when it came to pulling permits and executing important inspections.

“This is a small municipality that was very welcoming but did not have a lot of experience with new development and new businesses in its community,” explained Quality Dining Inc. Vice President of Development Jennifer Tyler. “Throw in a pandemic on top of that, and this project was difficult to navigate. City employees, for example, were all working remotely and were not working full-time hours. It was very challenging.”

Scheduling some 30 inspections that were necessary to open the restaurant was also an intricate process because some inspectors

refused to be in the building while other vendors or inspectors were on-site, Tyler said. “In the end, it was very rewarding that we were able to come together as a team, overcome those challenges and still turn over the building ahead of schedule,” she added.

Construction took a total of 67 days, and BK #28176 proudly opened its doors to the public July 27. Even with under 50% capacity constraints in the dining room and a gorgeous new playground area that is not allowed to open, QDI knows there is still a lot to celebrate.

“Anytime we build a new restaurant, it is fun, exciting and challenging,” said Senior Vice President of Operations CJ Fitzpatrick. “Doing it in the face of a pandemic gives extra pause for reflection to celebrate our success. We could not be prouder of each and every person on our team who participated in the project.”

Fitzpatrick went on to point out the positivity the new restaurant is receiving from people who live and work in Belle Glade. “We have enjoyed many comments from people in the community who recognized the adversity our team endured to build and open this restaurant. That means a lot,” he said. n

Rackson Restaurants Donates Meals to Front-Line Workers

Throughout 2020, Rackson Restaurants has shown support to members of its communities on the East Coast. Restaurant teams donated meals to first responders, doctors, nurses and others in need.

Team members from three BK® restaurants in central New Jersey visited Newark Beth Israel Hospital and JFK Hospital. They took chicken sandwich and double cheeseburger meals to staff to show appreciation for the hard work they have been doing to combat the coronavirus pandemic.

Restaurants in Delaware and Maryland also showed gratitude to front-line workers by making breakfast donations to firefighters and EMTs. They delivered sausage, egg and cheese croissants and French toast sticks to the first responders.

In addition to making donations, the company also offered discounts on meals for essential workers in its restaurants in New York, New Jersey, Delaware, Pennsylvania and Jamaica. The specials included free coffees and a 30%-50% discount off food items, depending on location.

Rackson Restaurants also donated over 1,000 coupons to Hands of Hope Food Pantry, which has served as a food pantry and

Rackson Restaurant received several thank-you letters from organizations to which it made donations.

soup kitchen for residents of Edison, New Jersey, since 1992. The coupons were distributed to visitors.

Team members were very eager to help and make a difference, and all the essential workers were very thankful. “It felt great being part of a company that cares and supports its community and to take care of those who take care of us,” said the Rackson team. n

The team at Quality Dining Inc.’s new BK restaurant in Belle Glade, Florida, celebrates its opening.

GPS Hospitality Awards $247,000 in BURGER KINGSM McLamore Foundation Scholarships

GPS Hospitality is pleased to announce it awarded BURGER KING SM McLamore Foundation scholarships to 247 students in 13 states. Since 2013, GPS Hospitality has supported over 1,000 scholars in their future endeavors.

Scholarships were awarded to graduating high school seniors based on their grade point average and the impact the students had on their schools and communities through volunteerism and work experience.

BURGER KING® employees and their family members pursuing a traditional post-secondary education or enrichment programs were also eligible to apply. This year’s 247 winners include 39 restaurant employees and 208 seniors in GPS Hospitality’s local communities. BURGER KINGSM McLamore Foundation scholarships are a community effort as they are funded completely through guest donations at local restaurants.

“We are proud to award these scholarships in partnership with the McLamore Foundation,” said Tom Garrett, CEO of GPS Hospitality. “These scholarships are a testament not only to the determination of these deserving students but also the generosity of our guests and the hard work by our team members, who executed

successful in-restaurant campaigns to fund the awards.”

Throughout 2019, GPS Hospitality restaurants participated in both the spring and fall McLamore Foundation fundraisers, which generated $247,000 from $1 donations. In 2020, GPS Hospitality’s nearly 250 BURGER KING scholars will receive $1,000 scholarships to further their educational advancement. n

Tyje’ Stewart, Abigail Cortes-Jiminez and Sheyanna Wilson were just a few of the 247 BURGER KING Scholars awarded with $1,000 each from GPS Hospitality.

Bennett Management Corp. Celebrates 55th Anniversary

In 1965, Bob Bennett created his company, Bennett Management Corp., and built his first BURGER KING® restaurant in Kalamazoo, Michigan. January 2020 marked the company’s 55th year in business, and general managers, district managers, executives and spouses all gathered in February for a huge gala to celebrate the organization’s growth and success.

When Bob died in 2013, his wife, Emily, assumed the role of chairwoman and president of the company and continues to instill the strong ethics and values to current team members that Bob introduced in 1965. Bennett Management Corp. has 25 restaurants located in Ohio, Michigan and Indiana.

Community involvement has been important to the company since its founding, beginning with Bob’s philanthropic efforts across the Toledo, Ohio, community in the 1960s and 1970s. Nearly 700 local schools and libraries have been supported by Bennett Management Corp. in cities where BK® restaurants are

located. The team sponsors events such as local toy drives, high school athletic events and scholarship fundraisers.

The Robert G. Bennett (RGB) Scholarship Fund has provided employees educational support for over 20 years. The RGB Scholarship is now part of the BURGER KINGSM McLamore Foundation program, and the Bennett Management Corp. team is excited to offer more scholarships to the youth in its communities.

Over the past few years, Bennett Management has experienced tremendous growth. The team has completed 16 remodels since 2016 and has seen double-digit returns. Despite the struggles caused by the COVID-19 pandemic, the company focused on driving sales and saw record-breaking numbers in June and July of this year.

“Bennett Management’s motto of ‘People Pleasing People’ is something we take seriously, and our culture reflects that,” said Vice President of Operations Mark Peterson, who joined the company in 1986 as a supervisor.

Peterson is just one of several team members who has been with the company for over 30 years. Bennett has many team members who have been employed for over 20 years, which is unusual in the fast-food industry. The team prides itself on its positive culture and offering great tools for success for its employees at all levels.

“This year has been quite a roller coaster ride for the Bennett Management team, but we are blessed to have a multitude of fantastic people who work so well together to meet the challenges that 2020 has thrown at us,” said Peterson. n

The Bennett Management team celebrated 55 years in business at a gala in February.

Ghai Management Services Celebrates New Openings Across California

Ghai Management Services, owned by father and son duo Sunny and Harsh Ghai, is celebrating its growth across the California market. Despite the hardships that coronavirus has brought on the industry, Ghai Management Services has successfully opened three new restaurants this year and still has four more to go.

The three completed restaurants are in Madera, Dunnigan and Visalia, California. The future locations will be in Chowchilla, Stockton, Lamont and another in Visalia. When choosing the locations to build, the team looked at important data points beyond the trade area such as traffic, household density, daytime population and competitor performance.

Although construction was halted or significantly slowed at some points because of the coronavirus pandemic, most of the new restaurants were in municipalities where activity was able to resume quickly.

Ghai Management Services is using a variety of strategies to promote its new BURGER KING® restaurants. In smaller towns, it has hosted grand-opening events a few weeks after opening to

Rackson Restaurants Buys Four New BURGER KING Locations

In March 2020, Rackson Restaurants finalized its acquisition of four new BURGER KING® restaurants on the East Coast: one in Pennsville, New Jersey, two in Wilmington, New Jersey, and one in Philadelphia, Pennsylvania.

The company, owned by Christopher Johnson, is excited to add these new restaurants to its portfolio, bringing the company to a total of 55 BK®s across six states. The team has plans in store to remodel all four locations before the end of 2021.

The team saw this as a good opportunity to spread roots in markets where the company currently operates and provide growth and career advancement to its valued managers and area coaches.

Rackson Restaurants did face a few unexpected challenges while onboarding the new team members due to COVID-19, but team members still had fun and kept the process safe.

Rackson Restaurants feels privileged to have been able to purchase the restaurants from the seller. “We take a tremendous amount of pride in being the steward of their legacy and ensuring their team members receive an opportunity to grow and develop at Rackson,” said Johnson. n

celebrate with the community. In larger areas, however, social media tactics are used to spread the word.

“As confidence grows in drive-thrus, developers are looking to build BK® restaurants, and those who have been holding land long term are looking to sell empty parcels,” said Harsh Ghai.

The team is excited to capitalize on this favorable real estate scenario and achieve its goals of great speed and service in its new restaurants. n

Carolina Franchise Holdings Adds New Locations to Portfolio in 2020

Carolina Franchise Holdings, owned by Bruce Daniels, has added 16 new BURGER KING® restaurants throughout 2019 and 2020, with more to come. The company now has 36 restaurants across the Carolinas and Georgia.

This year alone, Carolina Franchise Holdings has added four new BK®s to South Carolina in Beech Island, Andrews, Cherryville and Kingstree. The company also built a restaurant in Kings Mountain, North Carolina. It has plans to open another location in Piedmont, South Carolina, before the year’s end. Daniels noted that his team selected these locations because of their “attractive demographics and QSR-comparable sales.”

Due to COVID-19, the construction team has faced some permitting and licensing delays and subcontracting issues but pushed through the challenges and remained tenacious. New openings are being promoted through signage and local marketing efforts, spreading the word to residents that they can come get a delicious WHOPPER®. n

Ghai Management Services has opened three new locations across California in recent months.

Carolina Franchise Holdings opened a new BK in Cherryville, South Carolina, in the fall.

Bennett Management Corp.’s Emily Bennett Inducted Into the Ohio Restaurant Association Hall of Fame

On Feb. 23, Emily Bennett of Bennett Management Corp. was inducted into the Ohio Restaurant Association (ORA) Hall of Fame with the likes of many other restaurant pioneers such as Dave Thomas of Wendy’s; Billy Ingram, founder of White Castle; and Jeff Ruby, founder of Jeff Ruby’s Steakhouse. The ceremony included a dinner in Columbus, Ohio, to celebrate the accomplishments of local restaurateurs.

Bennett Management Corp. has been involved with the ORA for many years. The company was founded in the 1960s by Bob Bennett and has continued to grow and evolve over the years. It now operates 25 BURGER KING® restaurants in Ohio, Indiana and Michigan. Although Bob died in 2013, his wife, Emily, stepped into the role of chairwoman and president of the company. She continues to implement the strong values that Bob established within the company and carries on his legacy.

“Emily genuinely cares about all of our employees,” said Lindsey Bond, senior director of talent and marketing. “She is a very hands-on leader and often visits our restaurants to interact with team members.”

GPS Hospitality Promotes Joel McCaul to District Leader

In July, GPS Hospitality promoted Joel McCaul to district leader for the mid-Michigan district. The company is excited to have McCaul as a district leader because he excels at demonstrating its people-oriented value, priding himself on helping others achieve their goals by believing in them and developing them.

McCaul has extensive experience in the BURGER KING® system, beginning his journey in 1979 as a parttime team member when he was in high school. Throughout his career, he’s worked with two other franchisees and worn a variety of hats. He joined the GPS Hospitality team in 2015, when GPS acquired 60 restaurants in Michigan.

After living in St. Johns, Michigan, for many years and spending time as a high school wrestling coach, McCaul earned the nickname “Mayor of St. Johns.” Director of Operations Bob Copp recalls a ribbon-cutting ceremony celebrating a restaurant remodel where “members of the chamber, Rotary Club and others in town attended the ceremony and he knew darn near every one of them.” The GPS Hospitality team knows that McCaul keeps his finger on the pulse of what is going on in his community and is proud to live there.

“I’ve enjoyed being part of a performance-driven company that rewards those who take care of the business,” said McCaul. “2020 has been the most difficult of my 40-plus years in this business. When I saw that our company needed a district leader in the ‘middle of the mitten,’ I felt honored to help GPS achieve its vision to be our guests’ favorite fast-food destination!” n

Mrs. Bennett is well-known by team members for her kind spirit, writing personal congratulations letters to team members receiving SMILE recognition or celebrating work anniversaries and delivering treats to employees.

Emily Bennett and the Bennett leadership team were proud to accept this award on behalf of the company that Bob pioneered years ago and work hard each day to maintain his legacy and values to fulfill the company’s mission of being the “best in the service business.” n

Rackson Restaurants Celebrates Three Employee Promotions

Rackson Restaurants, operated by franchisee Christopher Johnson, is celebrating the promotion of two new area coaches, Jonathan Mendez and Luis Colon, and new Organizational Strategy and Performance Director Andrew Trust.

Mendez has been working his way up in the BK® system for 17 years. After joining as a Rackson team member four years ago, he received promotions to shift leader, assistant manager and general manager all within a year of each other. Now, as an area coach, Mendez will be responsible for restaurants in the southern New Jersey area.

Colon has worked in the BK system for 15 years, four of them with Rackson Restaurants. He has worked as a multiunit manager, restaurant general manager and assistant manager. His new role as an area coach encompasses restaurants in Delaware and New Jersey.

Trust has been in the BURGER KING® business for 20 years and joined the Rackson Restaurants team as an area coach in 2016. As organizational strategy and performance director, Trust will now handle remodels, mergers and acquisitions, and new store development. n

Emily Bennett, center, and the Bennett Management executive team on stage at the Ohio Restaurant Association Industry Awards ceremony.

Support the Vendors

Florida Caribbean Franchisee Association Hosts First-Ever Virtual Meeting

On Aug. 12, members of the Florida Caribbean Franchisee Association (FCFA) held a regional meeting with a twist. Members gathered virtually to discuss important association matters during these challenging times.

The agenda was packed full of content. What usually would be three days of content was all presented in under six hours. Attendees first tuned in to opening remarks from FCFA Chairman Russ Lo Bello. National Franchisee Association (NFA) Vice Chair Jim Froio filled attendees in on the latest news regarding the NFA, including information about October’s board meeting and elections, BK®’s brand

Regional Events

Jan. 10-12, 2021

Mid South Franchisee Association

Regional Meeting

New Orleans, Louisiana

strategy review and potential new menu items.

During a members-only session, attendees brought up points and questions to discuss with representatives from Burger King Corp. Chris Finazzo, president of BKC North America, and Tim Brueggemann, head of North American field operations, later joined the call to provide attendees with an update and address questions and concerns. Marketing Advisory Council Chair

National Events

Nov. 10

NFA Virtual Annual Meeting

Nov. 11-12

NFA Educational Vendor Showcase

Dec. 1-2

Elevanta Board Meeting

Atlanta, Georgia

Dec. 7-9

NFA Board of Directors Meeting

Atlanta, Georgia

June 9-11, 2021

NFA LEAD Conference

Las Vegas, Nevada

Steve Lewis and Ops Council Chair Shane Jacobs discussed happenings in their respective councils. Christy Williams, CEO of Elevanta, spoke about upcoming events with NFA and Elevanta, including growth of the health program, the new NFA website, legislative activities of the BURGER KING® Franchisee PAC and more.

Amanda Israel, executive director of the BURGER KINGSM McLamore Foundation, provided information on the BKSM Family Fund, which has been providing financial assistance to team members in need, a new exciting method of collecting donations and other updates from the foundation.

Several vendors also had presentations during the meeting. Coca-Cola and Keurig Dr Pepper shared information about beverage sales and volume. Mike Schwartz from Xenial provided information about new tools that are helping franchisees streamline their processes.

RSI President Joel Neikirk gave extensive supply updates about Impossible WHOPPER®, Mini Shakes and more, and highlighted new tests going on in different markets.

Presentations concluded with Chris Mott, BKC head of architecture, design and construction for the Americas, who explained differences between the new Pavilion image and other elements of design. n

FCFA hosted its regional meeting through GoToWebinar on Aug. 12.

What usually would be three days of content was all presented in under six hours.

One topic: 10 facts Restaurant Reopenings

1

Seventy-six percent of people do not have a problem with restaurants offering a limited menu upon reopening.

2

If curbside pickup is an option, 50% of Gen Z consumers are willing to try out a new restaurant.

3

The CDC has confirmed that coronavirus cannot be spread through food, but only 62% of consumers believe that cooking food kills the virus.

4

Nine out of 10 QSR operators say food trends such as drive-thrus and condensed menus are either as important or more important than before the pandemic.

5

There was a 23% increase between May and August of diners who ate inside a restaurant.

6

Forty-three percent of consumers dislike having to view contactless menus online.

7

More than three-fifths of consumers agree that restaurant food is a treat/escape from worrying about COVID-19.

8

The majority of respondents in a recent Toast survey – 64% – reported that seeing staff take safety precautions and wear personal protective equipment will be most important to the dining experience as restaurants resume on-premise service.

9

Thirty-five percent of consumers would pay $2-$5 more per bill at a restaurant if it helped increase their level of safety.

10

Over half of diners agree that the quality of food is the most important factor when deciding what restaurant to order from.

Sources: Datassential, Toast

BURGER KING Franchisee PAC Makes Virtual Contributions to 2020 Campaigns

Although 2020 has looked very different than years past when it comes to political outreach, members of the NFA Government Relations Committee (GRC) have remained in contact with members of Congress across the country.

After the coronavirus pandemic put a stop to business as usual, and the economy took a negative turn, GRC members hit the ground running to stay in touch with those on Capitol Hill.

NFA Vice President of Legislative Affairs Misty Chally and GRC Chair Brian Robison coordinated a schedule of Zoom calls throughout the months of August and September so committee

members could speak to legislators and candidates.

Unfortunately, this year, the committee had to cancel two meetings, which are usually opportunities to meet with several members of Congress. Robison and the rest of the committee did not let this stop them, however. “Missing out on these meetings was not acceptable, so I knew we had to be proactive in order to get our message out,” said Robison.

“These Zoom calls have been very productive,” he added. “They are typically much more laid back than an in-person meeting, and they really allowed us to tell our stories and have personal interactions with our elected officials, which is huge.” He is hopeful that the committee can incorporate these virtual meetings into its routine even after things get back to normal.

In total, the NFA GRC had virtual meetings with 18 members of Congress, discussing current legislation and how each of them has been involved in protecting franchisees and business owners throughout the pandemic.

The committee also spoke with four House candidates and two Senate candidates who have been busy campaigning and talking to constituents to win election to Congress on Nov. 3. The GRC showed its support by making BURGER KING® Franchisee PAC contributions to each politician listed below:

• Rep. Ann Wagner (MO-02)

• Rep. Cathy McMorris Rodgers (WA-05)

• Rep. Henry Cuellar (TX-28)

• Rep. Chip Roy (TX-21)

• Rep. Jackie Walorski (IN-02)

• Rep. Kurt Schrader (OR-05)

• Rep. Michael McCaul (TX-10)

• Rep. Lou Correa (CA-46)

• Rep. Anthony Brindisi (NY-22)

• Rep. Andy Barr (KY-06)

• Rep. Scott Perry (PA-10)

• Rep. Mario Diaz-Balart (FL-25)

• Rep. Tim Walberg (MI-07)

• Rep. Mike Kelly (PA-16)

• Sen. Thom Tillis (NC)

• Sen. Martha McSally (AZ)

• Sen. David Perdue (GA)

• House Candidate Steve House (CO-06)

• House Candidate Lauren Boebert (CO-03)

• House Candidate Cliff Bentz (OR-02)

• House Candidate Karen Handel (GA-06)

• House Candidate Pete Sessions (TX-17)

• Senate Candidate John James (MI)

• Senate Candidate Tommy Tuberville (AL)

Members of the NFA GRC met with various congressmen and candidates this fall via Zoom.

Spotlight on the 116th Congress: Sen. Rob Portman (R-OH)

QAs the son of a small-business owner, what qualities or skills did you develop growing up that you utilize as a senator?

AI learned a lot growing up in a small-business family. I worked there and got to watch my dad build the business from scratch through integrity, accountability and a lot of hard work. His motto was “total reliability and people and product.” He always viewed it as a team effort, focusing on helping people in the company meet their potential. He was ahead of his time in a lot of ways, including providing profit sharing and retirement savings accounts long before that became the norm. The lessons I learned from him combined with my own experiences now as a small-business owner have allowed me to better understand the real-world impacts that policies made in D.C. have on small businesses in Ohio.

Q How is relief legislation, similar to what was passed during the pandemic, important to small-business owners?

A Through no fault of their own, a lot of small businesses have been under stress with the pandemic. The Paycheck Protection Program (PPP) in particular has helped keep small businesses like Vinylmax in Hamilton, Ohio, and World Class Plastics of Russells Point, Ohio, afloat by providing loans – which in turn become forgivable grants – to keep employees on payroll with their health care and other benefits. This program has been a lifeline for so many in Ohio. I hear about it wherever I go.

Q How has your role on the Senate Committee on Finance influenced your opinions on the impact of legislation on small business?

A Whether it is taxes, trade, health care, or pensions and retirement security, the Finance Committee is a place where

we truly impact small businesses in everything we do. As we craft public policy solutions, we must always consider the impact of these policies on smaller companies, and that’s been my focus.

Q What challenges have you helped small businesses in your district overcome?

AOver the years I’ve focused a lot on small-business tax cuts, regulatory relief and making retirement plans simpler to use for small businesses. Recently, I was proud to help Cincinnati small-business owner Troy Parker receive a $235,000 PPP loan in June after we worked to expand PPP eligibility to cover Second Chance businesses owned by individuals who have a previous criminal record but have turned their lives around. Troy is a Second Chance success story, having started Innovative Labor and Cleaning in 2015 after re-entering the community. He hires others returning to the community, many of whom struggle with addiction and mental health issues.

The PPP application initially asked applicants to declare unrelated felony records, which prohibited him from accessing the loan program. Together, we worked with the administration to remove barriers to PPP loans for entrepreneurs who have been involved with the justice system.

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

AOver the August recess, I’ve visited several small businesses across Ohio to hear directly from them about how the federal response has helped or hurt them thus far and what they need moving forward to keep the doors open and continue to hire people. I look forward to taking the ideas and concerns I’ve heard back with me to Washington as the negotiations on the next COVID-19 response package continue. n

Denise Welsh

Denise Welsh, a longtime Pennsylvania-based franchisee known for her dedication to her family and their BURGER KING® restaurants, died July 15 after a long illness. She will be missed across the BK® system.

GDK Development was named for Mrs. Welsh and her two children – son, Geno, and daughter, Kristy. It was indicative of the family’s closeness and her dedication to her husband and children and now five grandchildren. “While she was respected for her fierce and dynamic business acumen, she always put family above all else,” it was noted in her obituary.

“She was a pretty smart lady,” said franchisee Mike Aliotta Sr. of GTM Restaurant Corp., another Pennsylvania-area member of the BK system. “She was nice to deal with and part of a good family business.”

Both the Welsh children now work at GDK Development. “It was an honor to work with my mom because she showed us how to work hard and always believe in yourself and go after what you want,” said her daughter, Kristy Renn. “Family was very important to her, and she always believed in us, no matter what.

and her grandchildren were her pride and joy. Her family was very important, and you could see it in her daily life, both in business and personally. She always made sure we would have the best life possible and wanted to see us enjoy life.”

Denise Louise Welsh, 63, was the wife of Gene Welsh Jr. They were married in 1977, and their family-owned company, GDK Development Inc. in Shamokin, Pennsylvania, operates 16 BURGER KING restaurants throughout the state. It was founded in 1982.

Mrs. Welsh and her husband split their duties in the business, which grew steadily after its founding. “Gene did the operations and expansion plans,” said Jim Backes, another franchisee with the company. “She handled the business and health insurance contracts.

“She was a numbers and people person,” Backes added. “She paid attention to the important daily figures and challenged us to hire the best. She wanted us to pay attention to hiring friendly and personal team members to drive success in the business.”

“Her role was on the financial side of things. She handled the accounting part of the business. She was very good at what she did, and you knew if a number was out of line because she made it known with her witty and strong personality,” Renn added.

The close-knit family was always at the center of Mrs. Welsh’s universe. She served as her children’s soccer team mom and homeroom mother and made their home the place where their friends and teammates were always welcomed. “Denise always was involved with their activities, and it was important to her to be part of their lives,” Backes said. Mrs. Welsh was also known as a caring and generous woman who supported many different organizations in her community.

“She raised us to be independent and strong and never let anything or anyone stand in your way,” Renn said. “We see this as we are both raising families of our own,

Mrs. Welsh is survived by her husband, Gene, to whom she was married 43 years; her daughter, Kristy, and son-in-law, Matt; her son, Geno, and daughter-in-law, Lacey; an exchange student and adopted son, Eduardo Lopez; five grandchildren, Gaven, Braxton, Baylee, Cayman and Eugene; and other relatives. Memorial contributions can be made in her name to the Alzheimer’s Association, 225 N. Michigan Ave., Floor 17, Chicago, IL 60601, or to the Coal Township Municipal Recreation Center, 805 W. Lynn St., Suite 2, Coal Township, PA 17866. n

“She paid attention to the important daily figures and challenged us to hire the best.”

– Jim Backes

“While she was respected for her fierce and dynamic business acumen, she always put family above all else.”

Bruce Daniels

Company Name: Carolina

Franchise Holdings (CFH)

Year You Became a BK®

Franchisee: 2018

Number of Restaurants: 36 State(s) Your Restaurants

Operate In: South Carolina, North Carolina, Georgia and Florida

How did you become a BK franchisee?

I was analyzing franchising opportunities and was introduced to Restaurant Brands International (RBI). The iconic brand and 3G Capital were key reasons for my choice to focus on BURGER KING®.

Tell us a little about yourself and the company’s background.

My family is from south Alabama. My father worked in the construction industry, so we moved often as projects were completed. We lived across the United States and for a few years in Saudi Arabia. After high school, I enlisted and served eight years in the Army National Guard in Alabama and Georgia. During that time, I graduated from the University of Georgia and began my career as an auditor at Arthur Andersen in Atlanta. In the early 2000s, I moved to New York City where I completed my MBA at New York University and worked within the investment banking groups at Merrill Lynch and Bear Stearns. After a few years in banking, I moved to Brazil, where I co-founded a residential development firm and structured several debt funds.

I have been a franchisee since 2018 when I purchased nine restaurants in South Carolina. Currently, CFH has 36 units after acquiring an additional 11 restaurants and completing 16 new builds in 2019-2020.

In your opinion, what stands out about the BURGER KING brand?

The BURGER KING logo is a cultural icon in the United States and in most of the world. This is based on a long-term quality relationship with the market. The longevity and strength of the brand is a testament to tremendous effort and key strategic decisions by both the franchisees and franchisor over many decades. Our performance

during the crisis is driven by excellent strategic decisions, strong liquidity and, most importantly, a long-term positive relationship with the market.

Going forward, what are your top three business goals for your company?

• Provide best-in-class guest service. We want to be leaders in operations and, specifically, guest service.

• Continue to build a world-class team. We have an excellent group of leaders at CFH, and they continue to attract top talent. Benjamin Wasser, chief operating officer, joined in early 2019, and David Wallace, head of development, in August 2019. They have been critical in driving success.

• Grow BURGER KING’s presence across the Carolinas. Opening stores has been an exciting experience for us, and we look forward to growing BK’s market share.

What is the best piece of business advice you have received?

What has been the most influential for me is not advice but experiences. I was working at Arthur Andersen when the firm, founded in 1913, ceased operations in 2002. In September 2008, I had just launched fundraising efforts for the first CDO squared (debt financing structure) in Brazil when Lehman Brothers went bankrupt. I had spent six months originating assets and structuring the fund. Within two days all international capital dried up. My eight years in Brazil was an experience of riding waves of liquidity driven by external and domestic shocks. COVID-19 caught everyone by surprise, but macroeconomic, political and natural shocks occur regularly. The key for me is to ensure the capital structure and fixed costs of the company are prepared for the next crisis while maintaining operational excellence and revenue growth.

The team at Carolina Franchise Holdings has helped the company grow from nine restaurants in 2018 to 36.

What do you feel is the biggest challenge currently facing franchisees?

Macroeconomic shocks, input price spikes, existing competitors and new competitors will always be potential issues for franchisees. I think the strength of the relationship within the franchisee community and with RBI will be critical for our continued success.

What is the biggest industry change since you started?

COVID-19. There is a lot of justified attention focused on capital structure, fixed costs, flexibility of channels and operation efficiency as we work through the pandemic. We must balance financial objectives/necessities with the primary concern, which is the health of our people and customers. There are many concepts that will not be able to find the right balance.

Tell us about your family.

My wife, Erica, and I met in Sao Paulo, Brazil, and have been married for over 10 years. I am the proud father of four boys: Austin, Harrison, Luis Felipe and Benjamin. Austin joined us full time at Carolina Franchise Holdings in January after graduating from the University of Georgia. Harrison, Felipe and Benjamin are in the beginning stages of the training program.

Tell us about your personal interests.

I enjoy family time, traveling, reading and sports. I was lucky

enough to be born into an Auburn University football family and to marry into a S.C. Corinthians (Brazil) “familia.”

If I weren’t a franchisee, I would be … Less knowledgeable of sanitation methods/products, probably 10 pounds lighter and would have no opinion on whether we should be discounting coffee to drive breakfast sales. n

Carolina Franchise Holdings recently opened its new restaurant in Andrews, South Carolina.

LOOK LISTEN READ

Look, Listen, Read is a quarterly compilation of some of the most highly rated and reviewed apps, podcasts, books, websites and other resources. NFA 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

Over the course of 20 years, Napoleon Hill researched the most prominent men of his day for his book “Think and Grow Rich.” Turns out these men all shared 13 common habits that made them successful. Hill published his findings in 1937. Today, this classic read is considered the forerunner of self-help books. The biggest takeaway is you must have the right state of mind to become successful. Hill breaks down the exact steps needed to develop a winning mindset.

2Striven: All the power of enterprise software, designed specifically for small to midsize businesses. Finally, you don’t need a huge budget to get everything your business needs to run more effectively.

“Setting

the Table: The Transforming Power of Hospitality in

3Business” is a landmark, bestselling business book and a fascinating behind-the-scenes history of the creation of author Danny Meyer’s most famous eating establishments. “Setting the Table” is a treasure trove of valuable, innovative insights applicable to any business or organization.

4The Order Up podcast, brought to you by the National Restaurant Association, brings you stories from behind the research and the policy during this time of challenging decisions. Join Order Up each Friday for stories from association leaders and those in the restaurant industry, backed by research and policy. Order Up shares conversations about the recovery ahead of the industry, informed by the latest data. You’ll leave with an understanding of the current issues and insights into the best business practices.

5

NetSuite software is an online service

that enables companies to manage all key business processes in a single system. Companies use NetSuite for enterprise resource planning and to manage inventory, track their financials, host e-commerce stores and maintain customer relationship management systems.

6

“Who Moved My Cheese?” uses a simple parable to reveal profound truths about dealing with change so that you can enjoy less stress and more success in your work and in your life. Most people are fearful of change, both personal and professional, because they don’t have any control over how or when it happens to them. Since change happens either to the individual or by the individual, Dr. Spencer Johnson, the co-author of the multimillion bestseller “The One Minute Manager,” uses a deceptively simple story to show that when it comes to living in a rapidly changing world, what matters most is your attitude.

7

Bestselling author Rachel Hollis takes on all the challenges entrepreneurs face in her podcast RISE. Hollis interviews other entrepreneurs and offers applicable advice and tactics for running your business better or being a better businessperson. By listening to the RISE podcast, you’ll learn how to kick that nasty procrastination habit or how to change your mindset to be more positive.

8

Gusto makes your company’s payroll, tax and benefits processes more efficient. In addition to managing online employee onboarding, Gusto handles new-hire reporting and all local, state and federal tax filings; automates deductions for benefits and workers’ comp payments; and emails digital pay stubs to employees. 9

The journey to success is different for everyone. The obstacles we overcome along the way are often what make us who we are. Come along as we travel the paths of the most influential people at United Wholesale Mortgage, one of the fastest-growing companies in the country, through the Power Forward podcast. Their stories will inspire you to power forward in all that you do.

10

In his mega bestseller, “Thinking, Fast and Slow,” Daniel Kahneman, world-famous psychologist and winner of the Nobel Prize in economics, takes us on a groundbreaking tour of the mind and explains the two systems that drive the way we think. He offers practical and enlightening insights into how choices are made in both our business and our personal lives – and how we can use different techniques to guard against the mental glitches that often get us into trouble. n

WELCOME to the New NFABK.org!

On Aug. 1, the National Franchisee Association (NFA) launched the new NFABK.org following a complete renovation. Our goal was to make the website easier to navigate and more user-friendly, with a fresh, modern look. The updated site contains both new and upgraded features, several of which were highlighted in the weeks following the website’s launch.

After navigating to the site, users can easily access a wide variety of information starting with the homepage. Click on any of the banner images to be taken to the corresponding webpage. These banners may change from time to time and aim to put the most important information front and center. By scrolling down, users can see a snapshot of the franchisee community and click on buttons that will take them to more information on that topic.

Under the About tab on the top toolbar, visitors can navigate to the Who We Are page to view the association’s offerings; the Leadership page to view a full list of officers and board members; the Regional Map page for a breakdown of the regional associations that are members of the NFA; the Committees page for recaps of the various groups, their purpose and their members; and the Governance page to access the NFA’s mission statement, bylaws and values.

The For Franchisees tab is a one-stop shop for members. This tab provides our franchisee members with the ability to view the Franchisee and Products & Services directories; renew their NFA membership; and review all of the services the association has to offer, including everything from Elevanta Health and 401(k) plans to property and casualty insurance solutions and staffing management. Portals to BK Gateway and RSI eRedbook can also be accessed via this section of the website.

The For Vendors tab is where valued business partners go to view all their options. Visitors can download the Partnership Opportunities document to get an in-depth look at advertising and sponsorship options with the NFA or simply scroll down the page to read highlights about the different ways they can get their products and services in front of members.

The Learning Center is where users of any kind can stay up to date on topics that are important to BURGER KING® owners and operators. Visit the Insights tab to read articles and blog posts on a variety of topics, with content constantly changing to keep you in the know. This section of the website also provides access to digital issues of Flame, materials from past webinars and a page on the CORE Leadership Training program where users can see updates and upcoming sessions.

The Events tab is a great section to visit for those looking to be more involved. Gather information on annual summits and conferences and look at the overall calendar to see when franchisees are meeting in your region.

Last, but definitely not least, is the Advocacy tab. This section updates users on the Government Relations Committee’s offerings, provides access to information and an online donation portal for the BURGER KING Franchisee PAC and allows users to advocate for their small businesses by using the NFA Action Center.

To offer members of the NFA the best experience, it is important we make information regarding our association, leadership and services readily accessible to both current and prospective members. Through this new information-sharing vehicle, we can become a stronger NFA.

MANY FACTORS AT PLAY IN

6 FT

REOPENING DINING ROOMS

o one ever said that owning a small business was easy, but with hard work, focus, passion and a little luck, many find entrepreneurship to be fulfilling and rewarding. In 2020, however, the challenges have gone far beyond what any small-business owner reasonably expects to face in a year.

The difficulties brought to bear on the restaurant industry have been particularly heavy. Surges in the coronavirus pandemic and the corresponding government-mandated closures, reclosures and protective restrictions on dine-in operations have caused more disruption of this industry than perhaps any other, save for fitness clubs and hair salons.

Thankfully, BURGER KING® restaurants could fall back on their drive-thru service during the times when most dining rooms were closed in mid-March. In some cases, franchisees found – during the recovery that followed the first six weeks of the shutdown – that the drive-thru is providing comparable or better results than they were getting with drive-thru and dining rooms combined before the coronavirus swept the nation. The decisions on when to reopen dining rooms are based on

several factors that can vary widely. First, franchisees have dealt with differing requirements and restrictions issued state by state, and sometimes city by city, on reopening timelines and capacity. Consideration must be given to whether 50% or 25% capacity is worth the expense it takes to serve guests with the experience they expect. There is also the cost of installing new safety features such as hand-sanitizing stations and acrylic screens to put barriers between team members and guests. Even beyond the economics, there is the comfort level of employees to consider and how to get them trained on new safety procedures.

by SEAN IRELAND

These factors have led to different decisions by franchisees. Some are opening on-premise dining with altered hours and necessary safety measures in place. Of course, if the governor of a state says a restaurant cannot open its dining room, it stays closed, but some companies have chosen to leave their dining rooms closed even with the go-ahead to open from local officials.

Harvey Management Corp., which owns nine restaurants in New Jersey, New York and Pennsylvania, faced differing dine-in restrictions by state in mid-August. New Jersey allowed drive-thru and takeout only. In New York, dining rooms could be open with 50% capacity, and in Pennsylvania, 25% capacity, but the company was keeping its dining rooms closed across the board.

Except for one restaurant located inside a regional mall that was just getting its curbside takeout service running, franchisee Drew Paterno said the company’s locations were experiencing slight

Continued on page 28

“Our teams are comfortable with the way we are operating, and we want to keep them safe and happy.”

– Drew Paterno, franchisee

Reopening

Continued from page 27

same-store sales growth. “Our teams are comfortable with the way we are operating, and we want to keep them safe and happy,” he said.

Bill Keller, a franchisee with BMT of Kentucky, owns 15 BK® restaurants in the Bluegrass state. Statewide, dining rooms were closed, opened, closed again and reopened, first at 33% capacity, then at 50%. But when the state mandated the use of face masks, and the employees at the restaurants took abuse from customers when they tried to enforce it, the company went back to closing its eat-in facilities. “We are focusing on staying healthy and serving the guest through drivethru-only sales,” he said.

With all sales going through drive-thru lanes, the company used a simple innovation that helps keep operations running smoothly.

franchisee Harsh Ghai.

Ghai noted that sales at the company range from slightly up to slightly down, depending upon location. Restaurants in suburban areas are positive, while locations in urban areas, areas more reliant on freeway and commuter traffic, are negative. Drive-thru has “been very fruitful for us, and keeping our employees safe is of the utmost importance,” he said.

From the beginning of the pandemic and the business shutdowns that it caused, employee safety was a key focus. Ghai Management

Services quickly sourced masks from overseas and had them for employees by April 1. It installed shields for the drive-thru window and the front counter when it is open again. It began to develop procedures for contactless service, but by the time they were being implemented, Burger King Corp. was coming out with its own operations procedures, and the company quickly pivoted to them. Ghai said the brand has done a phenomenal job of quickly developing safety guidelines.

While it cut hours of operation initially, once the Paycheck Protection Program period began, it reverted to normally scheduled hours to bring people back to work. As team members returned, they were quickly trained on safety procedures using the brand’s resources. Videos, meetings and constant communication keep the teams up to date on any changes and emphasize the need to continue carrying them out.

“It takes consistency. There are so many operational complexities. Nothing is easy day in and day out,” Ghai said. “You’ve got to make it a habit. A lot of these procedures I don’t think we’ll see going away ever. This is the new normal.”

One company that does have dining rooms open is Bennett Management Corp., which has 25 restaurants in Ohio, Indiana and Michigan. Like just about all franchisee organizations, it struggled during the early weeks of the pandemic. “After quickly pivoting and focusing on how best to serve our guests during those first months of the pandemic, 2020 once again turned into something that no one saw coming – sales,” Mark Peterson, vice president of

Record-setting sales, in fact. After restaurant dining rooms opened in Ohio on May 21, the company booked outstanding results in June and July. Peterson and Lindsey Bond, senior director of recruitment and training, credit that result to a variety of factors: Burger King Corp. and the dine-in operating procedures it developed; guidance from the Ohio Restaurant Association; its own teams and their hard work adopting the new guidelines; and, finally, the company’s reputation in its communities, particularly near its northern Ohio roots, for being an enthusiastic civic partner and consistently providing great food and service.

“We have developed great customer loyalty in all areas, but especially in the Toledo area,” Peterson said. “People were confident that we were going to be running a safe restaurant. Then, when they visited, they saw that we were operating safely. It quickly gained momentum.”

“Our guests have been in our restaurants and knew that they were clean and safe and that we took this seriously,” Bond added.

Inside the dining rooms of Bennett Management Corp.’s BURGER KINGs, spaces for social-distancing have been marked, tables have been blocked off and hand-sanitizer dispensers have been installed. Signage and other materials provided by the brand

“A lot of these procedures I don’t think we’ll see going away ever. This is the new normal.”

– Harsh Ghai, franchisee

are out, and acrylic screens for the drive-thru and front counter have been installed. There are timers that go off in the kitchen every half hour that signify that it’s time for employees to wash their hands. The timers were in place prior to the start of the pandemic but had only been set to go off every hour previously. Employees have their temperature taken and must answer a health questionnaire before they go behind the counter. “Even our local health departments were impressed with our procedures,” Bond said. Employees began wearing masks before they were mandated by the state, which helped with customer perception too. “It sent a message that we are serious about the team’s safety and guest safety,” Bond said. The restaurants end dine-in operations at 8 p.m. and closed their drink bars so drinks are served from behind the counter to reduce public contact points where infection could spread.

Bennett Management Corp.’s teams were eager to learn and adopt the safety guidelines. “Employees were interested in ‘How do I stay safe?’ so with the things that we rolled out, there wasn’t push back, and they adopted them really quickly,” Bond said. Peterson pointed to BKC’s video and print materials, biweekly webcasts and website, as well as information and advocacy provided by the Ohio Restaurant Association, as being the key resources that helped

employees quickly absorb new operations procedures and put them into action.

There have been challenges, of course. The latest occurred when Ohio’s governor mandated that the public must wear masks when entering any facility, even a restaurant. Bennett Management Group quickly put a procedure into place so that if a customer comes into the restaurant without a mask, the staff politely asks them to put one on and offers one for sale for less than a dollar. If the customer objects, managers have the discretion to offer the mask for free if it will help to de-escalate a confrontation.

As the pandemic stretches on, more franchisee organizations will be considering when to open their dining rooms, how to train employees and make them feel safe. It’s a tricky path to navigate, and organizations must find their own ways given different circumstances, timelines and community situations, but the work done by Bennett Management Corp. demonstrates that it can be done successfully. By combining the power of the brand, the company’s sterling reputation in the community and the hard work of the team at every level, it has provided a road map for moving forward with on-premise dining.

“I can’t emphasize how proud I am of the teams,” said Emily Bennett, president of Bennett Management Corp. “We keep reminding them we’re doing this for their safety and the guests’ safety. Their focus on keeping our restaurants operating successfully and safely is nothing short of impressive.” n

SEAN IRELAND is the NFA associate director of communications. You may reach Ireland at seani@nfabk.org or 678-797-5165.

1. Ranking algorithm based on industry experience, interviews, compliance records, assets under management, revenue and other criteria by SHOOK Research, LLC, which does not receive compensation from the advisors or their firms in exchange for placement on a ranking. Investment performance is not a criterion.

2. The Barron’s Top 1,200 Advisors List rankings are based on data provided by thousands of advisors. Factors included in the rankings were assets under management, revenue produced for the firm, regulatory record, length of service, quality of practice and client retention.

“Even our local health departments were impressed with our procedures.”

– Lindsey Bond, Bennett Management senior director of recruitment and training

DIVERSITY and INCLUSION Are Important Values for Franchisees

DIVERSITY and INCLUSION Are Important Values for Franchisees

The summer of 2020 became a season of reckoning on race in the United States when video of the death of George Floyd, a 46-year-old Black man, while in the custody of four Minneapolis, Minnesota, police officers covered social media and news programs across the country.

Floyd’s death, combined with other racially tinged incidents earlier in the year, touched off protests focused on systemic racism in social and civic institutions. More broadly, however, the incident also led many organizations across the spectrums of business, education and philanthropy to assess their own policies and positions on diversity and inclusion.

BURGER KING® franchisee organizations are no exception, though for many, the importance of diversity and inclusion in their organizations has been a key consideration for much longer than the last few months. These groups consider these values to be critical to their success, not only within their communities but also in their teams. “It is extremely important being that we are in New York City, one of the most diverse places in the United States,” said Amir Syed of Syed Restaurants Enterprises Inc., a franchisee with 20 restaurants.

“Diversity is a great factor in our success,” said Harsh Ghai, a franchisee with Ghai Management Services, based in California. The company will have 121 BK® locations by the end of the

year and was recognized as the brand’s global franchisee of the year in 2019 at the BKC international convention. “In California, the quick-service restaurant business is predominately made up of people of color. Giving people of color the opportunity to grow and be leaders in the business has gone a long way for us. When people of color see that their leaders look like them, it gives them hope that they too can succeed in our business. They see people who also started their careers at a junior level and have advanced into top positions, and they know, ‘This could be me.’”

by SEAN IRELAND

When employees grow, learn and succeed and have the opportunity to advance within an organization, it’s a sign that the organization itself is flourishing as well. “These are the success stories we talk about and push our people to discuss with their crews and managers to show them you can become successful,” Ghai said.

Syed Restaurant Enterprises also emphasizes growth from within. “We have a diverse leadership team.

It is important for us to train our current employees within our own organization and allow them opportunities to grow and become the leaders of our company. Our managers and restaurant leaders come from all different types of backgrounds,” Syed said.

People who see restaurant teams and leaders who look like them and live among them feel a connection to the business and understand that there is a shared interest in the growth and wellbeing of the community. That leads to a better relationship with more communication and understanding. “Being as diverse as we are, it allows us to form relationships within the communities we serve,” Syed said. “Whether it’s local churches, schools, or political or social groups, we are able to be that place where everyone can feel comfortable and welcomed.”

Diversity doesn’t just happen though. It starts, of course, with having policies specifying that a company offers equal employment opportunities for all, without regard to race, national origin, religion, sexual orientation, gender, age or disability. But it can go beyond that to taking steps that ensure company leaders are more actively engaged on the diversity and inclusion fronts.

“Something we do as a company is to provide our managers with sensitivity training and webinars that aim to focus on how to make a difference through positive allyship and inclusion,” Syed said. “These webinars help to reframe our understandings and our roles in being leaders and change-makers. When our managers and staff are trained and more open to diversity, then that makes us stronger as a team.”

Harvey Management Corp. of New Jersey, which owns nine

restaurants, also formalizes its diversity training. “We have had a program for years that focused on diversity and sensitivity and sexual harassment training,” said franchisee Drew Paterno, who is also secretary of the National Franchisee Association (NFA). “Being diverse and sensitive and aware of a whole host of behaviors creates some comfort for our team members on a whole set of levels.”

Paterno noted that even before the Floyd incident in late May, every employee of the company had gone through an additional mandatory training program with a company called Traliant in which they answered a series of questions and completed a webinar focused on creating awareness and sensitivity to a range of cultural issues. “You’ve got to make the effort,” he said. “You’ve got to walk the walk. You can’t control people’s behavior, but you can try to influence it.

“We have some posters with my phone numbers and the numbers of my business partner and other company leaders prominently posted in our restaurants,” he added. “This is important to us. If our employees encounter a situation or a problem, they can pick up the phone and engage with us about it so that we can handle it. Thankfully, it doesn’t come up too often, but when it does, we are involved in resolving the situation.”

Paterno’s organization has about 230 employees, giving him the opportunity to build a personal relationship with many of them. “It’s important that they know who we are, what our values are and that we reflect them in our behavior,” he said.

Ghai Management Services is a larger group, and many of its locations have been acquired, but there are still opportunities for the company and its leaders to demonstrate the importance of diversity and equality on a personal level. When bringing some established restaurants into the company portfolio, Ghai noticed – particularly regarding gender – that there were disparities in their pay scales. The company quickly made it a goal to correct the problems by bringing the pay of the women who were performing well up to par with male employees. “It has gone a long way for us. It is important to elevate people of color and women who are top performers and who are advancing the business forward and to give them the same opportunities and close the wage gap,” he said. “You’ve got to ensure the playing field is equal for everybody and that you’re setting everyone up for success.”

After Floyd’s death, the franchisee groups expected that their team members would have strong reactions, and while they wanted to encourage discussion, they also wanted to give guidance on appropriate ways to react when they were in the restaurants.

At Ghai Management Services, “I think we’re having a lot of individual conversations about how people should conduct themselves in the workplace,” Ghai said. “People want to come into work and share opinions on the matter. It’s important to communicate that they should express themselves but also do so while being brand ambassadors and without being unprofessional. It’s a tough question, and you’ve got to keep the lines of communication open. Let them know that while we may not be able to wear a mask with a message at work, let me tell you what we are doing to help people of color advance.”

Syed Restaurant Enterprises provided its employees with opportunities to attend webinars with speakers of diversity in hopes that they may gain insight on different perspectives and backgrounds on their communities and co-workers and be more sensitive to their feelings.

Beyond individual franchisee groups, the BK system has also taken steps to address the summer’s events. Paterno is chair of the

NFA’s Inclusion Advisory Council. Members include Jim Froio, Camille Lee-Johnson and Syed. The council works with Burger King Corp. and its own committee on diversity and inclusion values headed by Grissel Seijo, counsel, employment law and diversity and inclusion officer for BKC parent company Restaurant Brands International.

Paterno said that when the Floyd incident happened, Seijo and the groups worked together to find the right things to do and say on behalf of the brand. Together, they developed new training for the franchisee community that included a webinar with nearly 800 participants. They are also working with the BURGER KINGSM McLamore Foundation to highlight the work it does with scholarship and financial outreach in minority communities.

They are big, necessary steps, to be sure, but even the small things organizations do have impact. One-on-one conversations between leaders and employees are worth it to make employees feel heard and to give managers better perspective. “We are making sure that our leaders and employees have the ability to have the awkward and difficult conversations. That’s the most important thing,” said Ghai, who added that fellow franchisees may call him for tips on starting the talks with employees.

“It’s not all about talking. It’s more about listening,” he said. “Listen to what is happening in your restaurants. We’re always afraid of offending people, but if you just listen, you might be surprised by what you hear, and it can change your experience for the better.” n

SEAN IRELAND is the NFA associate director of communications. You may reach Ireland at seani@nfabk.org or 678-797-5165.

Franchisee Completes First System Remodel With Pavilion Design

Mastoran Corp. of Massachusetts has completed the first restaurant remodel in the BURGER KING® franchisee system using the brand’s new Pavilion model. Located in Danvers, Massachusetts, the restaurant features the model’s key design elements, including its large ground-to-ceiling windows, decorative screens and faux wood siding, among others.

The challenging project was a test run that Burger King Corp. (BKC) will use to further refine the rollout of the design across the system. The Pavilion model updates and modernizes the look of BK® restaurants while incorporating the familiar elements wellrecognized by fans of the brand. The result is a fresh new look that should appeal to customers whether they choose the drive-thru or dine-in service.

“For me, what really sets this model apart is the larger windows,” said franchisee Brek Kohler of Mastoran Corp. “We were able to dramatically increase the size of the windows, which created a much more appealing experience inside the dining room with more natural light as well as let drive-thru guests get a good look at our new dining room from the drive-thru lane. It’s a much better view than the brick wall that they were used to looking at,

which translates to a higher quality guest experience.”

The project is what BKC plans to be the first of a gradual conversion across the system to Pavilion-style restaurants through both new construction and remodels. Chris Mott, head of architecture, design and construction at BKC, discussed the need for transformation away from the brand’s ROC-60 and Garden Grill models at a recent Florida Caribbean Franchisee Association virtual meeting.

by SEAN IRELAND

According to Mott, the Roc/Garden Grill design has been in service for more than 16 years and was due to be updated. “At this time we are not mandating Pavilion, but from our Image Committee meeting just a couple weeks ago, our Image Committee members are in agreement that we are certainly at that point where we need to go in a different direction,” Mott said.

It’s a sentiment shared by Kohler. “We chose to open the Pavilion model because we were looking for something new, fresh. We had already completed a number of 20/20, 20/20 light and Garden Grill remodels, and we were looking for a change,” he

The Mastoran Corp. BURGER KING restaurant in Danvers, Massachusetts, features key elements of the Pavilion restaurant design, including the blade tower with iconic BK signage and large windows.

said. “I had made a number of inquiries into BKC when I saw the prototype in Florida. Once given the green light from BKC, I jumped at the opportunity.”

The prototype is a BURGER KING location in Miami, Florida, a restaurant showcasing all the bells and whistles of the design. In addition to larger floor-to-ceiling windows, it features a blade tower with the iconic BK signage, the silver band at the top of the roof line, an outdoor patio, decorative wood screens and faux

wood Nichiha panel siding. The flagship restaurant points the way for the future of the system’s restaurant design.

“Anytime you have an opportunity to move the image forward, it means we are progressing as a brand,” Kohler said. “It’s important that our brand image continues to evolve and remains fresh and relevant in our guest’s mind. Historically, we have stuck to building designs long past their shelf life. We did our first 20/20 in 2009, which feels like a lifetime ago. It feels great to be moving on to a new image.”

A variety of factors led to the remodel taking six months to complete, some of them the usual wrinkles with new suppliers and new products that come with the first few builds of a new design. With experience and repetition, they usually get ironed out quickly. There were also delays due to the coronavirus pandemic in the Northeast.

“The biggest challenge was adapting the new look into the remodel. It was everyone’s first crack at it, so there were a number of unexpected hurdles that come with the territory,” Kohler said. “It was also a first time for suppliers, some of which were new to the BK system, so there were learnings all around. The good news is that everyone involved in the project from BKC to our team and the suppliers were up to the challenge and stuck with it to the end and supported us every step of the way.”

Mott noted that many franchisees’ buildings are perhaps 40 or 50 years old, and in the Danvers case, one of the older restaurant styles. “Due to its older design, it’s a little squatty because the ceiling height is only 7 feet, 10 inches, so we couldn’t put in the transom windows we would ordinarily put above it because of the lack of ceiling height to the roof deck,” he said. “But we’re

“ Guests love mints and feel special and valued. Mints are an extra touch that leads to increased revenue!

The restaurant was transformed inside and out from its older style to Pavilion’s more open concept in a six-month process delayed, in part, by the coronavirus pandemic.

Remodel

Continued from page 33

pragmatic. We understand that this is a challenge of a restaurant, but I think it turned out well.”

As it was with this Pavilion remodel, Mott said BKC will be flexible and willing to work with franchisees on hurdles unique to their buildings, especially older ones. “Remodels are very challenging. We have a 50-year portfolio of restaurants that quite frankly are very difficult to remodel whether it’s the ceiling height or whether they are square as opposed to rectangle,” he said. “We understand the complexity, and hence, the reason why when it comes to adapting it for remodels, we’re going to be more lenient toward what we are trying to accomplish. What it comes down to is these core elements being adapted into these restaurants one way or another.

“We are going to be pragmatic. If a franchisee comes to me and says, ‘We can’t make this work,’ one way or another, you have my personal guarantee we will make it work. The idea is Pavilion, and by implementing the core elements, we are incredibly optimistic the image will have a lasting impact for many years to come.”

There are three Pavilion building models. The Pavilion Standard has 3,534 square feet for a site of about 35,000 square feet and will be the standard going forward in most places. The Pavilion X is for smaller building sites, with a reduction in dining room seating for a building of 2,877 square feet. The third model features a patio for areas with accommodating weather to make a building of 4,177 square feet. “We feel the prototypes fit very nicely into our portfolio,” Mott said.

Mott emphasized that though the new image is based on the Miami restaurant, which was built as a showcase, BKC has brought the costs for building or remodeling with the Pavilion image down, and work is continuing to find ways to reduce it further.

“We understand the circumstances we were in even prior to COVID-19, and we have to make the right decisions for the brand going forward,” Mott said. “But we feel very strongly where the image is right now that we can all be successful going forward with it.”

Kohler and Mastoran Corp. were pleased with their experience building a Pavilion model. “We were happy to see that the BK design team has done some value engineering to the existing Pavilion prototype and made three different versions of the design available, which should fit the majority of the existing restaurant layouts in the system today. We have two major remodels coming up in the next 12-18 months, both of which will be done in the Pavilion style,” Kohler said.

“Our guests are no different than anyone else. They like to see the new image and new design,” he added. “For better or worse, we operate in a competitive, look-at-me-now environment. When done well, a good design will not only be fresh, but appeal to anybody that drives onto our lot and walks into our door. I think this design accomplishes just that, and the guest feedback has been incredibly positive.” n

SEAN IRELAND is the NFA associate director of communications. You may reach Ireland at 678-797-5165 or seani@nfabk.org.

The floor-to-ceiling windows illuminate the restaurant with more natural light, creating a brighter look.

Another key element of the Pavilion design is faux wood Nichiha panel siding.

Franchisee to Franchisee Forum

By far, the biggest change to our operations has been all aspects of social distancing. Keeping things in place such as acrylic screen sneeze guards at front counters and drive-thru windows, contactless procedures with guests, as well as still encouraging everyone to maintain that recommended 6-foot distance between all personnel makes all the sense in the world until we get a complete and thorough understanding of what we are dealing with. Additionally, the use of personal protective equipment, like masks and gloves, by all personnel might be something that guests have come to appreciate moving forward as a new standard, no matter what the circumstances are. This may have to become the “new norm.”

– Amir Syed

The change in operations that we will keep after all has settled down will be the heightened awareness around sanitizing and cleaning of the stores at all times. We have made it a new norm to sanitize the guest areas after every use or every hour. With the shift to 85% drive-thru, we have diverted the front cashier to become the guest ambassador who ensures the cleanliness of the store is top priority and is addressed after every guest leaves.

– Russ Lo Bello

With the closure of dining rooms and the move to nearly 100% drive-thru sales, we were surprised to see how fast we became faster! Our teams were less stressed trying to maintain two service models and were able to hone their skills in the drive-thru.

My long-term lesson from the pandemic is that a fast and accurate drive-thru is possible and can be maintained. As we opened our dining rooms back up, we also learned a strategy that allows for this. After ordering inside, we provide guests with a numbered table tent and seat them, then bring them their order when it is ready. Though their wait may be longer due to the drive-thru focus of the team, they have not expressed any concern as they are comfortable with a drink and seated reading a paper or looking at their phone.

This practice will continue to adapt, but we think we have found a better solution for managing a “two-part” business in the future. –

Matt Herridge

We’re trying to leverage technology to solve for the issue of drive-thru capacity. I think this is a huge opportunity for us to drive traffic in the drivethru and grow it once the pandemic is eased. I also believe masks are here to stay for a while, if not forever. We need to make our guests feel at ease and keep our employees safe. I think this may become something like gloves. It was not that long ago that we started mandating gloves to be worn on the WHOPPER® board. Can you imagine going back? It’s hard to believe we used to make them bare-handed.

What has been the biggest change to operations that you will keep after pandemic restrictions ease?

Living Our Mission: Ensuring Supply Amidst COVID-19 The Power of Leadership During a Crisis

Unwavering commitment to transparency. Mission-driven and impactful leadership. A seasoned and collaborative team. These are three critical components necessary to successfully navigate any business challenge, especially during crisis. The COVID-19 pandemic had a significant impact on the BURGER KING® brand’s supply chain, causing disruptions and sometimes paralyzing supplier and distributor operations.

Like many in our industry, we faced changes to our daily lives, business operations, employee livelihoods and even to guest meal-purchasing options at times when supply was tight. But unlike others, our leadership and proactive collaboration among all stakeholders – RSI, Burger King Corp. (BKC), franchisees, suppliers and distributors – were the keys to weathering the crisis.

Since the outbreak in March, RSI diligently worked to ensure supply and mitigate disruption to the BURGER KING supply chain. Many areas in the business were tried – from food purchasing to distribution – while other areas, such as equipment and technology, welcomed the unique opportunities to support the brand.

As worldwide demand for health and safety products was at its highest, RSI leveraged its longstanding relationships with suppliers to swiftly secure face masks, hand sanitizer and touchless dispensers for restaurants and employees as they prepared to safely reopen their doors to guests.

Not a month had passed when the industry was struck with the news that a vast majority of United States beef raw material facilities had either closed or were operating with a limited number of employees due to outbreaks. RSI partnered with its suppliers to help them secure raw material and rebuild safety stock, while in tandem sourcing finished product from system-approved suppliers in Australia, Ireland and Mexico.

RSI’s relentless commitment to

deliver on its mission – ensure supply at best cost with a keen focus on member profitability – was most evident when one of the BK® system’s largest distributors filed for bankruptcy. The distribution change, which included a multifaceted transition process and center realignment of more than 1,600 restaurants, was supported by all members of the RSI team, who quickly applied their expertise to the disruption.

Despite all the unique, unexpected and unprecedented challenges, RSI never wavered. With a seasoned team and an engaged board guiding the way, we emerged stronger and helped instill trust among all.

Board Members at Work for You

RSI’s board of directors – U.S. BURGER KING franchisees and BKC – is made up of 21 members from nine geographical regions across the country, one BKC leader, one franchisee representing minority interests and one independent director. They help establish the company’s business strategies and policies, provide ongoing guidance and serve on board committees that are aligned to key areas of the business.

Since the onset of the pandemic, the board’s time commitment and engagement increased multifold. Depending on the committee, some members met with the RSI team several times a week to discuss challenges, review recommendations and provide guidance.

Board members were able to witness firsthand the growing impact of COVID-19 on our industry, suppliers and distributors. This provided them a unique and valuable opportunity to better understand the complexity of the supply chain and engage with insightful feedback and recommendations.

“RSI navigated through the pandemic effectively, especially considering the multitude of challenges – widespread concerns over potential beef shortages, transition of a major

distributor and sudden demand for personal protective equipment and safety items,” said Jonathan Aliabadi, owner of QSR West, a BK franchise that operates 72 restaurants on the West Coast. “The RSI team has consistently demonstrated their ability to execute based on the need of its membership, and this crisis was no different.”

Diverse perspectives and backgrounds are important to help survive uncertainty and change. Aliabadi believes that RSI’s board composition allowed for greater collaboration and more efficient exchange of ideas during the crisis. “It was amazing to see how quickly members from all around the country were sharing best practices and ideas,” said Aliabadi. “As board members, our biggest contribution is to share our own business experiences and learnings as we represent fellow franchisees and their interests in multiple capacities, such as the National Franchisee Association, regional associations and BKC committees.”

RSI’s board of directors is an invaluable asset to the company, and each member plays an active role in shaping its direction.

“RSI has become increasingly important to the BURGER KING brand and its franchisees as it continues to evolve beyond only ensuring a steady supply chain, and as board members, we have a responsibility to help guide that evolution,” Aliabadi added. “Prior to joining the board, I was unaware of the level of investment being made into technology and analytics. RSI’s continued board engagement is key to supporting RSI in its expanded mission of providing members with services and data analytics designed to improve restaurant operations and profitability.”

Aliabadi, a second-generation franchisee, believes that RSI’s success – through crisis and beyond – will only continue to grow as long as the board upholds the culture of collaboration it has cemented over the past 29 years. n

Franchisees Have New Opportunities to Participate in Fall Fundraising Campaign

Dear BK® Franchisees,

It’s that time of year again when we ask for your support in raising funds for the BKSM Scholars Program by selling $1 coupon books in your restaurants. I cannot stress enough how important this fundraiser is to our organization, especially this year, where we have had very limited ways to fundraise. Between lobby closures in our restaurants and cancellations of our signature events, like McLamore Golf and Brazilian BBQ, we really need each and every restaurant to help us make up for these lost fundraising opportunities. This isn’t for us – it’s for the students, especially our BK® employees. They depend on these scholarships to pursue higher educations.

Now, we made the decision to cancel the spring fundraiser program because it was the right thing to do for our franchisees, managers and teams. In March and April of this year, during the early weeks of COVID-19, we wanted to remove any extra burden or operational complexity for your restaurants. So, for this fall fundraiser, I am asking ALL franchisees to sell 1,000 coupon books PER restaurant. This is a personal ask, from me, that ALL restaurants participate, not just those that have participated in years past. Yes, for those who have franchise commitments to fundraise $1,000 per year for the BURGER KINGSM McLamore Foundation (BKMF), selling these coupon books will help you fulfill that commitment. For those without commitments, this is the best way I can possibly think of to show our appreciation to our team members who came to work at our stores, day after day, during the pandemic. They put their safety and the safety of their loved ones at risk to keep us all going, to serve our guests.

In the past, there have been some barriers that kept restaurants from signing up to participate in the fundraiser. We have done our best to remove these barriers and make it as easy as possible for all

restaurants in the United States to participate. This year, we have removed the process of having to project your fundraising numbers and estimating how many coupon books your restaurants will need. Instead, ALL restaurants will receive 1,000 coupons books and supporting POP in their regular BK Merch Kit (currently estimated to arrive mid-October). If you do not sell all your coupon books or choose not to participate, please discard any remaining coupons and POP. You will not be charged or billed for the unsold books. We hope by having no cost to the restaurant, this will remove any hesitancy about participating. A lot of restaurants have been able to sell more than 1,000. We are so appreciative of those who have gone that extra mile to make even more scholarships possible. If you want to order extra coupon books, they will be available on the ezPoP site.

To make these books even easier to sell, we’ve also extended the selling period and moved it to align better with the holiday giving season. As soon as you receive your mid-October POP kit, you can start selling. The coupon expiration date has also been moved to Jan. 31, 2021, to show customers the value of giving these coupon books as small gifts or keeping them for themselves. Also added to this year’s POP will be a counter card and back-ofhouse flyer about the scholarship application window. This will let all your employees and customers know that they could be one of the students who benefit from this wonderful fundraiser.

I know we can do this! With every restaurant receiving 1,000 coupon books, we have the potential to raise over $7 million! How incredible would that be? This would allow the foundation to meet its annual budget through this very difficult year and award much-needed scholarships to all those deserving students! All the important campaign details are bulleted below. Please don’t hesitate to reach out to Lisa O’Brien at lobrien02@rbi.com with any questions about the fall fundraising campaign.

Fall Fundraiser Campaign Details

• In-restaurant sell dates: Oct. 15-Dec. 31, 2020, (start date will be the day stores receive materials in their regular mid-October merchandise kit)

• Coupon redemption: Oct. 15, 2020-Jan. 31, 2021

• Coupon offers:

• Two coupons for free value-size fries or hashbrown

• Two coupons for free soft-serve cup or cone

• Two coupons for free frozen treat

• POP materials included:

• 1,000 coupon booklets (additional available on ezPoP site)

• Fundraising counter card

• Fundraising drive-thru right-side wing

• Scholarship application counter card

• Scholarship application back-of-house flyer

• $1,000 = one scholarship in your community!

• Payment will be collected with the same process as royalty payments, based on how many coupon books are sold per store.

• Leftover coupon books should be discarded after the sell period. You are NOT liable for the cost of the unsold books, and there is no need to return them.

• For stores that have the $1,000 per year BKMF donation commitment, we will invoice for any difference between that commitment and coupon books sold (if any).

• Remember to encourage your team members to sell these coupon books and remind them that they, or their family members, can apply for these scholarships!

As always, I appreciate everyone’s help through these very challenging times. This is OUR foundation! It is so important we continue to grow to create educational opportunities for our employees and customers through the BKSM Scholars Program and be there to help in times of crisis through the BKSM Family Fund.

Please consider donating to the BKSM Family Fund today!

No matter how large or small, your donation will help a Burger King® employee who is in great need. If you have already donated this year, please encourage your fellow Franchisees and Vendor Partners to support the cause as well.

www.bkmclamorefoundation.org/donate/

If you have any questions, email Maria Toscano at mtoscano@rbi.com

With colder temperatures on the way, it’s important to make sure your restaurant is prepared for wintery weather. Regular seasonal maintenance helps keep your store warm and welcoming and your food-service equipment ready for business all season long. With the right preparation, you can reduce your risk of accidents and claims.

Make an Emergency Plan

Help your team take the right steps in case of a severe weather event by putting a plan in place now before the weather gets bad. When a snowstorm hits or the power goes out, everyone should know what to do. Have the plan handy for quick reference and include a list of emergency contact numbers and safety instructions for backup generators, shut-off valves and emergency procedures. Effective emergency planning with your team can help minimize the risks of weather incidents, equipment damage, personal injuries and business disruption.

Stock up on Winter Supplies

Winter storms can come on suddenly, making it tough to stock up on short notice. Order the supplies to manage snow and ice hazards, including ice melt, snow shovels, winter floor mats and wet floor signage. Check outdoor lighting and replace dim or burnt-out bulbs. Now is also a good time to check your emergency supplies, including first aid kits, weather radios, flashlights, batteries and tool kits. Having the necessary supplies on hand can help protect your customers from slip-and-fall accidents, keep your team safe during inclement weather, and protect your franchise and its contents from weather damage.

Preparing

Restaurants for Winter Prevents Problems Later

Service Your HVAC System

Before colder weather arrives, service your furnace and heating system. Schedule a service call to take care of routine maintenance for the whole system and address any problems. Remember to replace air filters, clean ducts and vents, and ensure air is blowing at optimal capacity. A well-maintained HVAC system is important not only for the comfort of customers in the front of the house, but also to ensure equipment in the back of the house is kept at a safe operating temperature. Equipment operated at the proper temperature will last longer and lead to fewer problems.

Consider Cooling the Kitchen

Heating the kitchen is crucial for protecting your equipment but running the heat in a space where ovens, fryers and stoves are always on can cause other problems. An uncomfortably hot workplace could impact the safety of your team members, and many restaurants now cool kitchens in winter. Zoned heating systems are one solution but retrofitting your existing system can be difficult. Another solution is to invest in portable air conditioning units in areas where heat is likely to be uncomfortable. Take the comfort of your back-of-house workers into account when considering the question of temperature. It can improve efficiency and lessen your risk for accidents and claims.

Prevent Frozen Pipes

Pipes freeze easily in below-zero temperatures, leading to loss of water access and costly repairs from damaged or burst pipes and fixtures. Inside the restaurant, fix leaks and insulate water line pipes.

In an extreme cold, let faucets drip slightly to minimize the risk of damage. Ensure cooler and freezer drains have freeze protection. Outside your restaurant, shut off the irrigation system and remove hoses from outdoor spigots in anticipation of freezing weather. Water left in the irrigation system can lead to ice in the parking lot, causing a fall hazard. Hoses may trap freezing water and damage the faucet. Addressing these risks proactively can reduce the chance of damage to your building and risk to customers and team members.

Prepare for Power Outages

Power outages can significantly impact your restaurant, leading to lost sales, food spoilage and loss of profits. A backup generator makes a wise investment if you are in an area prone to winter outages. With a backup generator, you can minimize losses by powering your refrigeration units, essential equipment and emergency lighting. Make sure employees know what to do in an outage, including operation of the generator, safe food temperature monitoring and other safety protocols.

Perform Roof Maintenance

Leaves and debris can accumulate near roof drains and scuppers in the fall. When snow and ice arrive, the blocked drainage can cause a host of problems for the building and personal safety. Ice dams can form and lead to water pooling on the roof, which can overflow onto sidewalks, causing a slip-and-fall hazard. It could also cause water intrusion into the restaurant. A flat roof can also collapse under the weight of pooled water, causing serious damage and business interruption. Perform the proper maintenance before ice and snow arrive to prevent these problems.

Ensure your restaurant is ready for the winter before winter weather arrives. Taking care of your maintenance and preparation needs now can help minimize the risks of weather-related damage, injuries and business interruptions and protect you from claims.

For more risk management tips and information about available coverage to protect your business, contact Lockton Affinity, the co-broker of the Elevanta Insurance Program. Lockton Affinity offers key coverage designed with your insurance requirements in mind. n

Learn more at Elevanta. LocktonAffinity.com or contact the Lockton Affinity team at Elevanta@LocktonAffinity.com or 844-403-4947.

What Is Unclaimed Property?

Did You Know It’s Your Job to Find It?

What happens when an employee quits and you can’t find her to send a final paycheck? What if a customer has a credit balance on an account and you can’t locate him to return it? Or what happens when you own a rental property and a vacated tenant doesn’t leave a forwarding address for you to return the rental deposit?

These are all examples of unclaimed property, which can be a risky area for business owners who aren’t aware of their obligation to account for it. As of 2020, there is an estimated $49.5 billion in unclaimed property in the United States. The top states for unclaimed property are New York, Massachusetts, Nevada, Rhode Island, Virginia, California and Connecticut.

As states become increasingly aggressive to look for new sources of revenue, unclaimed property examinations are also on the rise, which could result in big penalties.

What is unclaimed property?

Unclaimed property laws were created to protect owners who are vulnerable to the loss of their property, which can be intangible (uncashed paychecks, stocks) or tangible (the contents in a safe deposit box). You may have also heard similar terms like “escheat” or “abandoned property.” Typically, the owner of the property has had it for at least a year.

Examples of unclaimed property can include abandoned property, annuities, insurance payments, security deposits, gift cards or certificates, payroll checks, uncashed dividends, balances on a customer account, refunds, rebates – basically items of value. And there is no standard statute of limitations. It’s your job

to find it. And account for

it.

As a business owner, it’s your job to capture and account for unclaimed property. The challenging part is identifying these assets so you are in compliance with regulations that vary from state to state. Also, the definition of a “dormancy period” (i.e., how long the property has been unclaimed) can be different.

If you do find unclaimed property, you are obligated to identify it (known as due diligence), notify or return the unclaimed property to the owner and, if you cannot locate the owner, remit the unclaimed property item to the state (also known as escheatment).

How to deal with unclaimed property.

Because laws vary widely from state to state, identify the states where you have employees working. Set up a method or tool to capture information on uncollected property and a timeline for reviewing the list and sending out notifications each year. Also loop in your accountant or tax adviser to review your list of unclaimed property items.

by STACY SMITH, CPA

As you expand your business across multiple states, unclaimed property can be viewed as a liability. Growing your business requires transparency in accounting for liabilities and assets. Compliance with state rules can be confusing and often the definition of unclaimed property isn’t clear.

Do you have to pay taxes on unclaimed property?

Unclaimed property is not taxed while it is filed as unclaimed. However, when it is claimed, the property may be officially recognized as taxable income, which is another reason to pay attention and have an understanding about the unclaimed property you must account for.

If you are non-compliant with correctly reporting unclaimed property, the penalties can be painful.

Case in point: A recent audit of a restaurant owner with multiple locations resulted in a $3 million initial assessment, including interest and penalties. Depending on the specific state, you can expect to pay significant interest approaching 20% per year and hefty penalties. If you are audited, some states will go back a decade or more looking for unclaimed property. If a business cannot provide records, estimates will be used that can greatly increase the assessment amount.

If you are not compliant, there is still hope. Most states offer voluntary disclosure agreements that offer amnesty from interest and penalties if you come forward and bring your business up to date. However, these only apply if you enter an agreement before you get audited. n

STACY SMITH, CPA, is a shareholder with Mize Restaurant Group (formerly Mize Houser & Company), a full-service accounting firm that has provided the Elevanta Accounting & Payroll Solution for NFA members since 2003.

#MeToo? BLM?

What Is Next and Why You Should Not Fear It … If You Implement the Right Policy

Even if you are not a news junkie, it is unlikely you have missed the increased attention to issues of racial justice sweeping across the country and even internationally. There is no debate that, in 2020, the Black Lives Matter (BLM) movement has regained energy and, at least for now, largely displaced the #MeToo movement from the front pages of news publications and feeds.

Who can predict what movement is next and what does this mean for you, the small or large employer? Well, that depends. Did you really expect a different answer from a lawyer? Before you answer that question, let me state that, this time, it does really depend upon what kind of employer you are. Let me explain.

If you read this column with any kind of regularity (you do, don’t you?), you know a recurring theme is the importance of

having clear, written policies to communicate consistent expectations to all employees, management and hourly, requiring consistent enforcement of those policies and that you, as a leader, model those policies. Over the various articles I have written, I have laid out, from a compliance perspective, what some of those policies should cover, including policies on harassment, recruitment, feedback and so forth. If you have followed that guidance over the years I have been writing for this publication, then even if you do not have a formal policy on diversity, equity and inclusion, your workplace probably has few, if any, changes to make to provide an environment free of racial and/or sexual inequality. That is, your workplace already

by DOUGLAS H. DUERR

recognizes and fosters an environment of diversity, equality and inclusion because you, your managers and your staff treat others with dignity and respect.

Even if your workplace practices diversity, equity and inclusion, or you have a way to go, it is important to have a written policy. Why? As discussed in prior articles, having a written policy is a vital first step in communicating (demonstrating?) that it is important to the organization. After all, if you cannot be bothered to put it into writing, why should anyone care? Second, putting it into writing communicates to your managers and staff – as well as the community at large – what your expectations are, a first step in bringing about compliance. Having a written policy does not make it happen on the ground, but it is an important first step in making consistent application of the policy a reality.

So, why have a policy on, and practice of, diversity, equity and inclusion? And, frankly, what do these terms mean? There have been many studies on the impact of diversity and inclusion in the workplace. As you might expect, the studies produce differing results and are not without their controversies; however, most studies agree that having a diverse workforce produces greater productivity and better financial performance and, when the labor market is competitive, is more attractive to millennials. Interestingly having such a policy statement is no longer seen as “progressive” but is becoming a minimal requirement of a desirable place to work. Of course, to realize the benefits, you need to implement the policy into practice.

So, what do these terms mean? To have a diverse workforce means that you have people of varying gender, age, religion, race, ethnicity, cultural background, sexual orientation, religion, languages, education, abilities, etc. While sometimes the term

“diverse” is limited just to racial diversity, it is actually much broader: Does your workforce truly represent all the differences of the community you serve and, if different, the community in which you recruit?

When we refer to equity, this means encouraging behaviors, systems or policies to ensure fair and just treatment of all employees, regardless of race, ethnicity, sex, sexual orientation, disability, beliefs, etc. Just like for your customers, one size does not fit all; every individual starts on a different playing field. Creating opportunities that meet individuals where they are and address their unique needs is key to ensuring a successful workforce.

Inclusion aims to build a culture of belonging by actively inviting the contribution and participation of all people, that is, making everyone feel welcomed, needed and part of the organization, regardless of their differences.

So, what does this have to do with BLM and #MeToo? If your workplace has policies on harassment, nondiscrimination, and diversity, equality and inclusion, and you actually implement those policies in practice, then it is unlikely that you have a workplace that is discriminatory based on race or sex (or any other protected characteristic). If so, you have little to fear from those or other movements seeking workplace equality. Remember, these and other movements are about treating every person, regardless of their differences, with dignity and respect. n

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

Look Ahead Remove Obstacles&

You and your team are on a quest. You are trying to fulfill some meaningful purpose and achieve some important objectives. On this journey there will be obstacles that will try their very best to stop you and prevent you from ever fulfilling that purpose and achieving those outcomes. This article focuses on what you can do regarding three types of obstacles: human dynamics, logistics and the unforeseen.

Human Dynamics and the Importance of Orchestration

If you announce a new way of doing something or a new product or service that you want your company to sell, it could be embraced by your employees, suppliers and customers, or it could be undermined by them.

A lot of the challenge is in the way you communicate the new item.

• Who are the key individuals you need to get on board before you announce it to everyone else?

• What is the order in which you need to talk with these key individuals?

• What do you need them to support and champion to other people?

Answering these three questions is what I’m calling orchestration, and orchestration is critically important. Take the time to write down your answers to those questions and then follow your plan. Don’t fall into the temptation of telling everyone about the new thing until you have worked your way through your plan of who to talk with and in what order to talk with them and what the key points are that you want to get them excited about. In addition, I encourage you to read a timeless classic called “The Tipping Point” by Malcolm Gladwell.

by DAN COUGHLIN

Logistics and the Importance of Detailed Planning

Almost nothing ruins the initial excitement of a big idea more than being unprepared to execute the details down the road.

Here’s a simple example on a nonbusiness level. Imagine you are redoing the kitchen in your home. You are excited about the drawings. You take pictures as your old kitchen is taken out and the work is being done to get all the electrical outlets prepared and the new floor is put in. And then you end up waiting nine months for the cabinets to arrive.

This same lack of logistical preparation happens in business. You announce an exciting new product or service offering. The employees and customers are hyped for what is about to happen. Then you miss the rollout of the new product or service by nine months beyond the announced date because some key items are missing.

Write out a plan of everything that will be needed to deliver the new item on time. Then spend even more time focused on making sure each of those details is executed well than you spent on making the big announcement of the new item.

The Unforeseen and the Importance of Staying Calm

We cannot predict the future. We don’t know what new crisis is coming our way. We can’t see every unforeseen war, tragedy and disease before it happens.

However, one thing we can predict with almost 100% certainty is that something bad is going to happen at some point. It’s like people in cold weather areas being surprised by the first snowfall of the year. Folks, it snows every year. You know it’s coming. This is not an unexpected event.

We don’t know exactly what the unforeseen thing is going to be before it happens, but we do know with almost complete certainty that something bad will happen at some point.

When that something bad happens, stay calm and stay focused. Do what you can while you can do it. Acting like the world is coming to an end in the next five minutes is not going to help you or your team. Staying calm and maintaining poise is one of the most important things you can offer.

Conclusion

To remove distant obstacles, think into the future. Imagine what you need to communicate and what order you need to communicate with individuals and groups.

Write down all the details that need to be executed for the new item to be delivered on time and focus on doing all of those details. Foresee that something unforeseen is going to happen and be prepared emotionally to stay calm through that storm. n

DAN COUGHLIN is president of The Coughlin Company Inc., a management consulting firm focused on improving executive effectiveness and significance. He serves as a thinking partner for executives, managers and business owners toward improving their most important desired business outcomes. He does this through executive coaching for individuals and small groups. He also provides keynote speeches and seminars on effectiveness and leadership.

HOW TO ENSURE YOUR EMPLOYEES ARE Show Ready

Even if you have been open for business in some form, the likelihood is that you’re still ramping up, and your employees must be ready. No matter what type of business you operate, the performance of your employees will likely be the driving factor in the quality of the customer experience during what could be a confusing and emotionally charged time. It’s best to think of this as an opportunity to re-onboard your people, even those who might have been working in some capacity during the coronavirus shutdown. Here are some key onboarding topics to be planning right now to ensure that your employees are show ready when the time comes.

1 SAFETY FIRST.

The No. 1 consideration is: How will we ensure the safety of our customers and employees? Every employee needs to know what safety equipment is available, how to use it properly and what the safety non-negotiables are. Most customers are going to be very conscious of your organization’s attention to safety. So, your employees need to know exactly what’s expected of them in making sure everyone and everything is safe.

2 WARM WELCOME.

How will we welcome our customers back? Even if you’ve been open in some format, you’ll still be welcoming a lot of customers back to your business. Talk to your team about what that welcome should look and sound like. Role play until everyone knows how to

ensure your customers know that you and your team are thrilled that they are back and appreciate their business. Those first few days of operation will set the tone for how customers feel about your operation. Don’t leave that feeling to chance.

3

FOND FAREWELL.

On the other side, what does a fond farewell look and sound like? How should customers be treated as they end their visit to your business? Discuss with your employees ways to encourage your customers to come back, spread the word that you’re open and just generally feel good about what just happened. While you don’t want employees to sound robotic, there’s nothing wrong with being clear about the tone and intent of how that fond farewell should go.

4

HANDLING PROBLEMS.

What should employees do when there is a customer problem or complaint? There might be problems or misunderstandings that occur because of safety procedures that customers are now expected to follow. Is there a way to head off those misunderstandings before they occur by “training customers” when they arrive?

There have been a handful of news stories about dangerous employee/customer confrontations that have occurred, and I think we all need to be in constant learning mode on this one. But be proactive and discuss potential problems with your team and how to handle them in a way that still makes customers feel respected and valued. And on those rare occasions when a customer situation starts spinning out of control, train your employees on exactly what to do and how to get you involved. Again, be hyperfocused on learning and evolving with each challenging customer situation.

5 THE BIGGER PURPOSE.

Reconnect your people with the bigger purpose of their jobs. A job’s purpose is always bigger than a job’s tasks. A gym is helping people live longer, healthier lives. A bank or a credit union is helping people have a bright financial future. A salon helps people feel good about themselves ... you get the idea. Tell stories about the impact that employees have on customers beyond the mechanics of the job. When your customers come back to your business, you want them to sense the pride that your employees feel in what they do. Build or rebuild that employee pride right away.

Most of what I’ve talked about in these five points will apply to onboarding employees at any time, regardless of the circumstances. But for many organizations, this reopening time is a critical moment in the organization’s future success or failure. Look at it as an opportunity to re-engage your team and deliver an outstanding customer experience. People have been cooped up for a long time, and just about everyone is hungry for outstanding experiences. So, here’s something to think about: What can you do right now to ensure that your team is show ready when your customers return? n

DENNIS SNOW is the president of Snow & Associates Inc. Dennis worked with The Walt Disney Co. for 20 years and now consults with organizations around the world, helping them achieve their customer service goals. He is the author of “Unleashing Excellence: The Complete Guide to Ultimate Customer Service” and “Lessons From the Mouse: A Guide for Applying Disney World’s Secrets of Success to Your Organization, Your Career, and Your Life.” You can reach Snow at 407-294-1855 or visit his website at www.snowassociates.com.

Eliminating Energy Drains: Identif ying Stressors in Your Life

Have you ever noticed how much energy it takes to stew about something? Stress is your body’s response to an undesirable situation. When you experience an event you perceive as stressful, the stress hormone adrenaline is released. Your heart beats faster, your breath quickens and your blood pressure rises. Your liver increases its output of blood sugar, and blood flow gets diverted to your brain and muscles. You’re now ready to “fight or take flight.”

After the threat passes, your body relaxes again. You may be able to handle an occasional stressful event, but when it happens repeatedly, the effects compound over time and can have negative effects on your health. Long-term, stress has been shown to cause heart disease, ulcers, high blood pressure and low immunity.

You either reduce stress with energy deposits or increase stress with energy drains. Some people expose themselves to constant energy drains. To reduce stress, you must seek to minimize things that sap your energy:

Time commitments.

When I began my speaking business in 1992, I joined seven different professional organizations to expand my network of contacts. After a year of attending all those meetings, I dreaded the thought of going. I stepped back and evaluated each one of them in terms of my return on time: “What do I receive from this

membership?” “Is my investment of time and money worth the benefits I receive?”

“Has this organization directly impacted my bottom line?”

Everything can have some benefit to your career. Ask yourself what specific benefits you can trace to your involvement and determine its worth. I quit all but three associations, to which I still belong today.

Chronic worrying.

by LAURA STACK

Worrying can be a big waste of time. Legitimate worries are real concerns and are actually problems to be solved. Other worries may never happen, such as, “The company lost money this quarter. I wonder if that means we’re in trouble and I’m going to lose my job.” This type of worrying is often a symptom of insecurity and reflects a lack of self-confidence. Worrying about the future causes nervous fatigue and can destroy your focus. So, make an appointment with yourself to worry. Start a brainstorming session with, “What should I do about…” and write down possible solutions. If you discover there’s nothing you can actively do to reduce your concerns, it’s probably not a worthy thing to worry about. Promise yourself you’ll worry about it when and if it happens. You can only afford to spend time and energy on legitimate concerns.

Interpersonal conflicts.

“I simply cannot stand that man.” “I can’t believe she did that.” Unresolved conflict dissipates your mental strength, causes tension and fatigue, and is self-destructive. Ongoing anger wears you down emotionally and leaves you feeling out of control. Instead of letting conflicts eat at you, determine the most expedient way to resolve the situation. You could choose to give into the other person. You could settle on a compromise and give up something to get something. You could develop new alternatives, so that both of you still reach your goals and feel good about the situation. You always have a choice in how you handle a conflict. Choose the best reaction and let go of the situation.

Demanding friendships.

Friendship is a delicate balance of give and take. When you’re having a rough time, you need support. Sometimes your friends need you. In the end, it all balances out, right? But what if it doesn’t? I’ve had people in my life that took and took and never gave back. I no longer have a friendship with those people. Friendship isn’t psychotherapy.

The above items are all examples of things that sap your energy. There are many more. You can create a T-chart that lists “Things I enjoy” on one side and “Things I dislike” on the other. Once you identify the things that sap your energy, you can identify possible ways to eliminate them. The important shift is to recognize that you have choices and options in the way you live and respond to stressful situations.

Make it a productive day! n

LAURA STACK, MBA, CSP, CPAE, aka The Productivity Pro®, gives speeches and seminars on sales and leadership productivity. For over 25 years, she’s worked with Fortune 1000 clients to reduce inefficiencies, execute more quickly, improve output and increase profitability. Laura is the author of seven books, including “Doing the Right Things Right: How the Effective Executive Spends Time.” To invite Laura to speak at your next event, visit www.TheProductivityPro.com.

Tyson Foods is proud to partner with Burger King® for menu breakthroughs like the new Crispy Chicken and Chicken Fries. As one of the world’s largest protein producers, it’s an honor to team up with the Burger King® system supplying products made with clean ingredients including tacos, chicken, tortillas and more plus innovation along the way.

For more information contact: Tom Cheek RTIconnect@xenial.com

You always have a choice in how you handle a conflict. Choose the best reaction and let go of the situation.

Advertisers Guide

2020 Editorial Calendar

Call for Franchisee News

FLAME, Issue 4 is due out December 2020. We want to highlight any news or events associated with our members. If you have ideas