Flame 2020, Issue 4

NFA Editorial Board

Matt Herridge

Executive Editor mherridge@charton.biz

304-865-2231

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

Matt Herridge 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 FRANCHISEE ASSOCIATION

Camille Lee-Johnson

MOUNTAIN

Amir Allison

NEW ENGLAND

Brek Kohler

SOUTHERN CALIFORNIA

Shirley Humerian

SOUTHWEST

Michael Laird

OHIO RIVER

Matt Herridge

Bill Keller

Design and Layout

KT Graphic Design ktgraphicdesign@gmail.com

TABLE OF CONTENTS

2020 Issue 4

HEADQUARTERS

1701 Barrett Lakes

Sound Fundamentals to Meet Drive-Thru Challenges by Sean Ireland

32 Lewis’ Long Career of Service Honored by Brand, Colleagues by Sean Ireland

36 Employment Challenges Continue in COVID-19’s Wake by Sean Ireland

40 The Legacy of Leadership: Laying the Foundation of Success contributed by RSI

42 Pillar of BK Brand Retires, Leaves Legacy for a Lifetime

contributed by the BURGER KINGSM McLamore Foundation

44 How Your Income Tax Situation Might Be Impacted By COVID-19 Funding by Stacy Smith, Mize Restaurant Group

46 EPLI: Protecting Your Restaurant in the Age of #MeToo

contributed by Lockton Cos.

48 Should You Require Employees to Take a COVID-19 Vaccine? by Douglas H. Duerr, Elarbee Thompson

50 Win Customer Loyalty Even in Challenging Times by Dennis Snow, Snow & Associates Inc.

52 Build the Fellowship of the Quest by Dan Coughlin, The Coughlin Co.

54 Stumbling into Proficiency: Four Ways Mistakes Can Improve Your Productivity by Laura Stack, The Productivity Pro®

FROM THE CHAIR

Leaders Like Lewis Keep NFA Moving Forward

As we draw to the close of this difficult year, it’s natural to reflect on all of the events we have experienced professionally and personally. The global pandemic challenged each of us in unique ways and likely in a manner none of us faced before.

The leadership traits of adaptability and flexibility, just to name a few, were important as we focused efforts on our teams, guests, stakeholders and families.

The leadership you provide to your organizations has been more important than ever during this crisis. Your skill at bringing people together in pursuit of a common goal was tested like no time before, and the survival of your businesses is a testament to the strength of your management.

The National Franchisee Association (NFA) has long been the beneficiary of this type of excellent leadership from franchisees just like you who have propelled our organization to become a vital partner with Burger King Corp. for the success of the BURGER KING® brand. Franchisee expertise, dedication and passion for the brand has allowed our voice to be heard and our contributions valued in the BK® system.

well-earned retirement. Steve served in many roles, notably as chair of the NFA for four terms and, most recently, chair emeritus and chair of the Marketing Advisory Committee. Steve has been a good friend, colleague and mentor for many of us. We will all miss his selfless leadership, wisdom and guidance.

Steve’s leadership and entrepreneurial gifts are an example of the best our community has to offer to the NFA and the system. There are so many others whose talents and gifts have benefitted us all for many years, including our current committee chairs, officers, board members and leaders of local associations. Each of these people take time away from their own interests and serve our system for the betterment of everyone. We owe them a debt of gratitude, especially given the challenges of the past year.

We must, however, focus attention on having a pipeline of talented franchisees who can step forward to take positions of leadership at all levels of our association. Our local associations need you to be involved and hopefully with an eye toward broader participation of more franchisees in key roles on committees, the NFA board and as future officers.

by DAN FITZPATRICK

There are numerous franchisees who have filled the ranks of leadership in the history of the brand and the NFA. One of the best examples is Steve Lewis, who recently exited the system to enjoy a

All successful organizations have a well-developed pipeline of succession to provide continuity and leadership over the long term. Our leadership needs new, capable and vibrant people to make a commitment to take on the mantle of leadership. This brand history spans well over 60 years and requires constant development of the franchise community’s leadership to achieve sustainable success. The franchise community has significant talent and expertise, but we must cull this together in a meaningful way to meet the challenges of tomorrow.

As we move toward a brighter 2021, I invite each of you to take stock of your leadership skills and where your talents

for the business are. Consider if there is a way for you to participate more fully in the NFA’s activities and use your abilities to improve conditions for everyone. Just as we have relied on past leaders to step up, the NFA needs future leaders to carry us forward.

Gen. Douglas MacArthur, the celebrated United States Army general and supreme commander of the Allied forces in the southwestern Pacific during World War II, was once quoted saying, “A general is just as good or just as bad as the troops under his command make him.”

It is time for one of our troops to step forward as the next Steve Lewis and join the ranks of leadership as we confront the challenges to come.

With the holidays and the start of a new year at hand, I congratulate you on persevering through this difficult year and wish you all the best for a safe, happy and prosperous 2021. n

As we move toward a brighter 2021, I invite each of you to take stock of your leadership skills and where your talents for the business are.

Celebrate the Blessings of Our NFA Community

F or many people, the holidays offer time for taking stock of the year that has been and the one to come. This holiday season closes what has been the most difficult year that most of us have ever experienced, personally and professionally. It seems especially appropriate to look back at the challenges of this year and anticipate what we hope will be a better 2021.

What I’m finding in this time is a deep sense of gratitude for the blessings that we have despite the difficulties we have faced. It’s said that adversity does not build character, but instead reveals it. We’ve faced quite a bit of adversity in 2020, and it has revealed much good about the character of our members, business partners and staff at the National Franchisee Association (NFA) and Elevanta.

What I’ve seen makes me incredibly grateful to be a part of this community. In the last year, we have demonstrated dedication and perseverance to our missions and organizations, lifting them up despite unique circumstances that few of us anticipated 12 months ago. We have all had days when we didn’t know if we would get through the coronavirus pandemic, but together, we have supported each other, maintained a positive attitude and made the best of the situation.

Our members had to rapidly adapt their business models to the “new normal” and do so while keeping their teams and guests safe and still providing the great food and service for which the BURGER KING® brand is known. Through hard work and quick thinking, business is rebounding with more improvement anticipated.

The NFA and Elevanta also smoothly pivoted. We have embraced virtual meetings and learned how to excel in this new realm. Our health service team had to manage a season of open enrollment

remotely, which was no easy task, and we found new ways to engage virtually at the legislative level during a most challenging election year. We also invested in resources to educate and help our members understand how government relief programs applied to their businesses and how to access Paycheck Protection Program (PPP) funds as soon as they were available.

Our vendors embraced the new reality and supported the NFA when we decided to be pioneers and hold our first major in-person, socially distanced meeting in October. Nearly 30 companies participated in that meeting, 25 of them in person, along with our board and committee chairs, and thanks to their effort and diligence, all went smoothly. We proved that in-person meetings can be done safely and that they will continue to play a vital role for all our businesses in the future. Our partners in the vendor community remain critically important to the work we do to enhance the BK® system.

by CHRISTY WILLIAMS

by deferring payments and sending early participation refunds to clients, and we will continue to look for ways to give back and support each other as we close in on what we hope is the final stage of the pandemic.

Our business partners at Lockton Affinity, rapid!, TraitSet HIRE and Mize CPAs have each risen to the challenge to help members this year with education, heightened service and cost-effective programs. It’s an asset to have experts like these available and willing to help our members when needed.

The NFA and Elevanta boards of directors have been nothing but supportive to members and the staff of the organizations. We returned $2 million to members when they needed it the most

I want to fully express how thankful I am personally for this wonderful BURGER KING community, which includes the franchisees, our business partners, our service providers and, most importantly, the staff. Together, we made it through 2020, and we will undoubtedly do amazing things in 2021 as we build upon the strength we gained as a system this year. n

Our partners in the vendor community remain critically important to the work we do to enhance the BK® system.

Ghai Management Services Donates Food to Critical Workers

Recognizing the challenges and stresses of 2020, Ghai Management Services is reaching out in appreciation to the people who stand on the front lines during difficult times.

The BURGER KING® franchisee company, which owns 121 BK® restaurants in California, recently provided food to firefighters and postal workers in two of its communities.

BK No. 2795 provided WHOPPER®s and fries to local firefighters who spent much of this summer and fall battling the massive outbreak of wildfires across California. It also sent other food to base camps created for firefighting forces on the front lines.

“They were ecstatic. This was a very stressful time for

firefighters across the state. Many were working 18- to 30-hour shifts. Being treated to WHOPPERs got them very excited and pumped up,” said franchisee Harsh Ghai.

BK No. 2495 is located next to a large United States Postal Service (USPS) processing facility, and many of the people who work there frequent the restaurant on their way to and from work. Ghai even has a cousin employed at the plant who frequently provides feedback on the food and service at the restaurant.

“With all the pressure being experienced by USPS workers due to the pandemic and elections, we thought to take them some breakfast. They are a huge part of our success at this restaurant,” Ghai said. “They were also ecstatic. We know that they are BK breakfast and BK Café fans and frequent the restaurant regularly. We surprised them with the food, and they were incredibly grateful.”

For the Ghai Management Services organization, the donations were an important way to acknowledge and appreciate the heavy burden carried by these critical service workers over the past several months.

“This is a tough time for our country, and our firefighters, postal workers and health care professionals have been so integral in keeping this state and nation together,” Ghai said. “As we start to embark on the home stretch of this pandemic, we must remember those who put themselves on the line for us.” n

Two BK restaurants in California donated meals to two groups of dedicated workers in their communities: USPS employees and firefighters.

Barnwell, South Carolina, Restaurant Wins Most Improved in BK Royal League

Carolina Franchise Holdings, which operates 36 BURGER KING® restaurants across the Southeast, is proud to call its team at the restaurant in Barnwell, South Carolina, the winner of the Most Improved award through the BK® Royal League Program.

The incentive program, which was established by Burger King Corp., recognizes and rewards restaurant teams that go above and beyond. Speed of service, consistent quality and order accuracy are all factors in determining award winners.

The teams that are determined Royal League winners are given a $500 prize to be split among employees, and the restaurant general manager is eligible to attend the annual Burger King Corp. convention.

The company took over this unit at the beginning of 2020, and the leadership team at Carolina Franchise Holdings was proud of how quickly the team adapted. “We were able to introduce our customer-first culture, detail-oriented processes and procedures, execution of strong action plans, and most importantly, driving operations every day as we expect from all our locations,” said Benjamin Wasser, chief operating officer.

With the daily execution of its customer-first culture, Carolina Franchise Holdings has seen a tremendous impact made not only at BK, but more importantly, also with its deserving customers in Barnwell.

“We are very proud of our team for all the hard work they have put into making this location the most improved,” said Wasser. “I want to thank our district manager, Melissa Day, and the entire restaurant team for their dedication to excellence each and every day!”

Raising The Bar.

Raising The Delicious.

Tyson Foods is proud to partner with Burger King® for menu breakthroughs like the 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.

Team members at the BK in Barnwell, South Carolina, proudly show off their Most Improved BK Royal League award.

GPS Hospitality Brings Home a Win for the 2020 Royal League

Regional Events

March 27-29, 2021

Southern California Burger King Franchisee Association Regional Meeting

Santa Barbara, California

National Events

Feb. 2-3, 2021

Elevanta Board Meeting

Atlanta, Georgia

Feb. 24-25, 2021

RSI Board Meeting

Miami, Florida

March 9-11, 2021

NFA Board Meeting

Atlanta, Georgia

June 8-11, 2021

NFA LEAD Conference

Las Vegas, Nevada

At the 2020 BURGER KING® Convention, GPS Hospitality, founded by franchisee Tom Garrett, took home the 2020 Royal League Winner title with GPS President Michael Lippert accepting the award on behalf of BK® No. 12830 in Boutte, Louisiana.

The Boutte restaurant is just one of GPS Hospitality’s close to 400 locations in the United States. The team was excited and honored to have its hard work recognized by Burger King Corp. and was proud to represent the best of the best in North America.

Said GPS Hospitality’s Director of Operations Michael Goins about the team at BK No. 12830: “This long-tenured team has been able to create an atmosphere at the unit where they demonstrate GPS’ ‘Service-Obsessed’ value on a daily basis.”

General Manager Sheryl Nelson is known for her outstanding ability to coach her team and motivate them to achieve great results. When she hires someone new, she tells them, “If we don’t take care of our customers, someone else will!” This dedication to speed of service and order accuracy helped contribute to her team winning the award.

Several days after Lippert accepted the award at the BK Convention, the executive team hosted a surprise celebration for the restaurant team members. A Louisiana-style

seafood feast was enjoyed by all, complete with shrimp, crab, fried catfish, gumbo, sausage and boudin balls. The restaurant was decorated with balloons, and team members enjoyed a delicious Nothing Bundt Cake for dessert. Lippert attended via Zoom to congratulate and thank the team.

“We are ‘GPS proud’ of our team at BK No. 12830 in Boutte, Louisiana, for earning the title 2020 Royal League Winner,” said Lippert. “They were dedicated to working on speed of service and order accuracy throughout 2019, and their hard work was well worth it.”

After being named the 2020 BK Royal League Winner, GPS Hospitality surprised the team at the Boutte, Louisiana, BK with a seafood feast.

BURGER KING No. 12830, owned by GPS Hospitality, was awarded for dedication to speed of service and order accuracy.

Ocedon Delivers Meals to Teachers in Sterling, Colorado

On Oct. 8, two of Ocedon’s BURGER KING® restaurants delivered lunch to teachers at local schools. The restaurant in Sterling, Colorado, dropped off meals to staff members at Sterling High School and Campbell Elementary School. The team in Canon City also delivered meals to Canon City High School and Harrison K-8 School staff members.

“Our team delivered approximately 150 meals to schools near our Sterling, Colorado, restaurant and 350 meals to schools near our Canon City, Colorado, restaurant,” said President of Operations Maru Schrader.

To further show appreciation, and in case teachers weren’t at school that day, Ocedon also invited teachers to visit its Canon City and Sterling locations for a free WHOPPER® on Oct. 15.

With schools around the area doing hybrid learning – in-person learning

two days a week and virtual learning three days a week – teachers have faced a number of challenges this school year. Reworking the class syllabus to account for online learning as well as in-person learning, aiding students and families with technology issues, and preparing classrooms for COVID-19 compliance has taken a toll on the morale of students and

teachers alike.

“Our teachers are working harder than ever during this pandemic, and we wanted to say thank you by delivering lunch. We appreciate all you’re doing for our kids and families!” said owners Ken and Elena Donahue. The company hopes to develop more plans to provide free meals to teachers again soon. n

Ocedon restaurants delivered lunch to teachers at local schools, including Canon City High School, left, and Harrison K-8 School, right.

Glencoe Management Opens New BK in Las Vegas

On Nov. 6, Glencoe Management Inc. of Las Vegas celebrated the opening of a new BURGER KING® restaurant, taking the count of BK® restaurants in its portfolio to 44. The restaurant is in the southwest region of the Las Vegas valley.

Glencoe Management operates 42 BURGER KING locations in Nevada and two in Arizona.

The construction of a new restaurant is always one of the most challenging tasks a franchisee can undertake, even in the best of times. The coronavirus pandemic made the completion of this one even more difficult, with the building process complicated and slowed by the strict rules and regulations that the general contractor and subcontractors were required to follow when on-site to prevent the spread of COVID-19.

Franchisees Steve Keith and Tom McDonald of Glencoe Management have never wavered from their commitment to keep growing their organization. “We have confidence in our development strategy and great faith in the BURGER KING brand,” they said. “We continued to move forward, even in these uncertain times.”

The new location demonstrates the importance of growth. “This was very important as [it] shows our stability as a company during these unprecedented times. The new restaurant reassures our employees and support staff with a positive focus on the company’s future, despite the constant challenges caused by the pandemic,” Keith and McDonald said. n

Glencoe Management opened a new BURGER KING in November, its 44th location.

GPS Hospitality Manager Recognized for 45 Years of Service

Linda Stalls, general manager at GPS Hospitality’s BURGER KING® in New Orleans, Louisiana, has been with the company for 45 years. Over the past several decades, she has shown her dedication to the brand at five other locations.

Stalls’ co-workers say that her genuine love for people makes her a great team member at GPS Hospitality. “Whether you are one of her guests – most of whom she knows by name – or on her team, everyone knows that Linda cares,” said Michael Goins, director of operations for GPS Hospitality. “She leads her team to pursue excellence both at work and in life.”

To celebrate her hard work, GPS Hospitality team members presented Stalls with flowers, balloons, treats and gear from the New Orleans Saints – her favorite team. She also celebrated earning a 96 REV on the day of her anniversary.

“Always treat people with respect,” is a phrase often quoted by Stalls. She was taught this life lesson as a young girl and has continued teaching that lesson to everyone she meets. The GPS Hospitality team is thankful to have a general manager as caring as Stalls to run its New Orleans restaurant. n

FPS Inc. Honors Loyal Employee on her 25th Anniversary

Candace Bellis, known affectionately by her co-workers as Candy, celebrated her 25th anniversary with BURGER KING® this year. She works at FPS Inc.’s location in Easthampton, Massachusetts, as a crew member.

Bellis has been described by her team members as courteous, funny and a people person. She enjoys coming to work because she loves interacting and seeing all the customers each day.

The team honored Bellis for her 25 years of hard work with a flower delivery to the restaurant. FPS Inc. is thankful for all its dedicated team members like Bellis. n

Burger King Team Member Celebrates 20th Anniversary

Michelle Cook is a team member at GPS Hospitality’s BURGER KING® restaurant in Cutoff, Louisiana. She has been working in the BK® kitchen for 20 years and her team recently celebrated her dedication to the brand.

“Michelle is hard-working and extremely reliable – she never misses work and is always willing to help when needed,” said Troy Theriot, director of operations at GPS Hospitality. “All the guests know her and look for her when they come in. They know she will make an excellent sandwich!”

Team members at the Cutoff restaurant had a small celebration for Cook, complete with party hats, cake and gifts. Cook received a brand-new personalized apron and T-shirt to wear on the job that shows her 20-year status with BURGER KING.

“Michelle is the queen of golden WHOPPER®s,” said her manager, Esther Diggs. “Every WHOPPER she makes is perfect and tastes amazing.”

Diggs and the rest of the team are thankful to be celebrating Cook’s dedication to her job. Her guests are looking forward to many more years of her delicious golden WHOPPER sandwiches! n

Director of Operations Michael Goins and District Leader Robert Selva showed their appreciation for Linda Stalls and her 45 years of outstanding service.

Michelle Cook received a warm thank you from her team members in Cutoff, Louisiana. They celebrated with cake, party favors and gifts.

Candace “Candy” Bellis received flowers from FPS Inc. staff as a thank-you gift for her many years of service.

Support the Vendors

That Support Your Association

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.

Southern California Burger King Franchisee Association Meets Virtually in December

The Southern California Burger King Franchisee Association (SCBKFA) met for the first time in nearly a year on Dec. 2 in a virtual setting. The meeting provided members an opportunity to hear information from National Franchisee Association (NFA) Chair Dan Fitzpatrick and RSI CEO and President Joel Neikirk as well as new BURGER KING® Chief Marketing Officer Ellie Doty.

Fitzpatrick reported that the NFA Operations and Marketing committees have been very busy with great feedback being given and that an informal task force of IT leaders representing franchisee companies has also been formed to try to move forward on issues relating to technology. Franchisee voices on this issue

must be heard, he said.

Doty, who has been with the brand for just a few months, presented information about marketing plans for the first half of 2021 and how the company will be shifting its mindset going forward. Plans are to focus on increasing the perception of BK®’s quality, serving big and bold flavor, providing everyday value and boosting personalization through technology.

Providing operations and training updates were BK’s Camila Kataguiri, Christopher Turpin, Alex Thai and Ofelia Cruthirds. Turpin reviewed the region’s status compared with other regions and the brand nationally on operations statistics such as food safety and customer

satisfaction. He also noted the status of the area’s restaurants regarding installation of outdoor digital menu boards and double drive-thrus and previewed the brand’s Organic Growth Incentive Program.

Vendor partners participating in the meeting included Steven Freund of Freund Bakery; Gary Edwards of McLane Co.; Alex Gouzoun of The Coca-Cola Co.; Kelton Graham, Tracy Kearns and Leslie McCormick of Keurig Dr Pepper; Lenny Crouse of TraitSet HIRE; and Alex Abid of Tapcheck. Keurig Dr Pepper held a drawing for a Keurig prize pack, including a coffee maker, that was won by Claudia Aguilar of California Food Management. The SCBKFA plans to meet next on March 27-29 in Santa Barbara, California. n

One topic: 10 facts

Employment in the Restaurant Industry

1

There are 15.1 million restaurant industry employees in the United States.

2

1.6 million new restaurant jobs will be created by 2028.

3

The restaurant workforce makes up 10% of the overall U.S. workforce.

4

Three in 10 restaurateurs cite staffing as a challenge.

5

Nine in 10 restaurant managers started at entry level.

6

Eight in 10 restaurant owners started their industry careers in entry-level positions.

7

Nine in 10 restaurants have fewer than 50 employees.

8

Seventy-six percent of restaurateurs are looking for labor management tools in their restaurant point of sale.

9

The number of middle-class jobs ($45,000-$75,000 annual salary) in the restaurant industry grew 84% between 2010 and 2018, more than three times faster than in the overall economy.

10

More than 7 in 10 restaurants are single-unit operations.

Source: Upserve

Spotlight on the 116th Congress: Rep. Kevin Hern (R-OK-01)

QAs a small-business owner and McDonald’s franchisee, what qualities or skills did you develop that you use as a representative?

AI’ve always had the attitude that I will not be outworked, which has served me well in Congress. The kind of work ethic you have to have to make it as a small-business owner is rare in Washington, D.C.

I found out very early that my experience in small business set me apart from my colleagues, even on the Small Business Committee. You’d be surprised how few people on the committee have ever run a small business. Even in the first few months of my freshman term, my colleagues turned to me for expertise on small-business issues because they know that experience matters. I’ve seen the difference in the witnesses who come before our committee as well. There’s usually a visible sigh of relief when they realize someone on the committee has been in their shoes before and understands the issues they’re facing from the business side and not just the legislative side.

I’ve been astonished at how much time Congress spends on legislation never intended to become law. In the business world, you’d never waste a single minute on a project that will never see the light of day. In Congress, on the other hand, people spend most of their time talking about bills that they know will never make it to the president’s desk. That’s a huge waste of taxpayer dollars. I’ve had success working across the aisle to find issues we can work on together with legislation that can earn strong support in both chambers of Congress and make it to the president’s desk.

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

AAs a business owner, we all know that you are the last one to get paid. Your top priority is your staff and the health of your business. Especially with small operations, your staff are like family. When the country shut down this spring, I heard from hundreds of business owners whose hearts were broken having to furlough or lay off staff. It was a gut-wrenching decision for so many to make with no clarity on how long it would last or if any help was coming from Congress.

Enter the Paycheck Protection Program (PPP). It was a lifeline to small businesses to keep staff on the payroll rather than in the unemployment lines. It wasn’t perfect, but it was something to keep our small businesses alive. Unfortunately, partisanship got in the way, and the program has been stalled since August.

This kind of legislation shouldn’t be viewed as a bailout because your businesses were shut down due to no fault of your own. The government caused your business to suffer, so the government should be responsible for the repayment. This distinction is incredibly important – revenue shortfalls this year are not your fault. When the government picks winners and losers in business, we enter dangerous territory.

QHow has your role on the House Committee on Small Business influenced your opinions on the impact of legislation on small business?

AIt’s always on the top of my mind.

Naturally, as a business owner for more than 30 years, I look at all legislation through the lens of a business owner. How is it going to impact Main Street? Are there any unwanted side effects that a career politician might have overlooked?

Historically, it’s a strong bipartisan idea that our small businesses are of utmost importance to the national economy. But very few small businesses have a say in the legislation that Congress considers. Small businesses don’t have the resources to employ expensive lobbyists and get their issues in front of the top congressional leaders, so their perspectives can be left behind.

You see this all the time in regulations that come out of Congress meant for large corporations. There’s almost always an adverse application to small businesses. That’s why it’s essential to have business leaders in Congress. It’s essential to have people of all backgrounds and all experiences making the laws that govern our country.

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

ACOVID-19 is by far the largest challenge our business community has had to overcome. In the immediate aftermath of government-mandated shutdowns, I held weekly virtual town halls specifically for local business owners. We helped connect local businesses to the resources available, and I even had the senior policy advisors to the Small Business Committee join me to explain in detail the PPP and other resources created in the Coronavirus Aid, Relief, and Economic Security (CARES) Act.

It was certainly a hard year – and these challenges are far from over, but I know my constituents were glad to have a business owner representing them in Congress and helping them navigate through such a challenging year. n

IN MEMORIAM

Paul French

To know Paul Eugene French was to know a true American, a true Texan and a child of God, said a friend in the BURGER KING® franchise community. French, 85, former owner of Sertex of Longview and its five BK® restaurants, died Nov. 14, leaving behind family, friends and a franchise community that will miss his business wisdom and helpful guidance.

“If you took a Webster’s Dictionary and looked up Southern gentleman, there would be a picture of Paul French,” said Dr. Terry Davis, a fellow east Texas BK franchisee. Davis and French were longtime friends, and Davis was one of many in the BURGER KING system who looked up to French and often relied upon him for guidance and support.

To get advice from French was to hear it from someone who raised himself from working-class Texas roots to graduate from college and practice law before turning to entrepreneurial interests and discovering a passion for the restaurant business.

“He was a successful lawyer and banker, but he never really loved those occupations. He loved being a BK franchisee, and when asked what he did, his standard reply was ‘I’m a burger peddler,’” said his daughter, Andrea Wetsel. “He enjoyed everything about it – finding new locations, building the stores, relationships with the employees, vendors and corporate, and figuring out how to make it all work. For my parents, some of their fondest memories are of going to BK conventions and on BK trips. They both took great pride in being BK franchisees, and they both loved and valued the relationships they made in the business.”

Born in Spring Hill, Texas, French graduated from the University of Texas with a business degree and a law degree. He worked in the district attorney’s office in Dallas before moving to a private legal office in his hometown. In 1977, he left legal practice to pursue interests in real estate and banking. One of those interests led him to the BK brand in 1977. French had leased land and buildings to a BK franchisee in Austin, Texas, and when the franchisee decided to leave the business, French bought the operations of the restaurants.

“He found out quickly that the restaurant business was harder than he thought, but also that he loved it,” Wetsel said. “He quickly learned the business, built his team and grew the Austin market through the ’80s. Eventually, he also began developing in his hometown of Longview and grew the east Texas market as well.”

At its height, French’s company operated 22 restaurants. When Davis moved to east Texas in 1981 to manage several BURGER KING restaurants, his company owned one location in Longview, where

French owned others. “He introduced himself one day and said, ‘Let’s work together for the good of BURGER KING,’” Davis said. “From then on, he and I would meet every few weeks. We talked about what we could do to make the brand better and give back to our communities to make them better too.”

Davis, whose background was in operations, meshed well with French, whose experience as an attorney gave him expertise in business, negotiations and real estate. They ended up working on several deals together. “He was my mentor. He was an encourager. You could be in a room full of people, and he would be the smartest person in the room but he made everyone else feel like they were the smartest people,” Davis said. “He liked the challenge of BURGER KING and the people aspect. He gave people help when they needed it and free advice and did things that no one ever knew about.”

French also believed that it was a responsibility to lift other franchisees the way he had been helped when he entered the system. “There were so many who helped him out and taught him the business – within BK corporate and other franchisees. He met and developed relationships with many lifelong friends,” Wetsel said. “He felt it was important to give back and help others the way he had been helped. He always felt like a rising tide lifts all ships – the better the individuals did, the better everyone did, and more successful operators meant a more successful brand.”

French was always heavily involved in the day-to-day business and in making sure his restaurants met high standards. “Taking care of the customer was No. 1 for him,” Davis said. “He made sure that every WHOPPER® that went out was hot and fresh. His facilities were immaculate. He had pride in his stores, and he knew his employees.”

They knew him and loved him back. One of French’s general managers was employed for 34 years until she retired. Another had 37 years of service. Seventeen employees worked at his company for more than 10 years, and his general managers averaged 14 years of service.

“He was a man who enjoyed success, but genuinely loved seeing others do well also,” Wetsel said. “He wanted people to grow and succeed. He took care of his business, took care of his family and took care of his employees. He was well-loved and earned a fierce loyalty from his employees.”

Davis noted French’s love for his family. He married his wife, Susie, in 1974, and they raised five children and now have seven grandchildren. “He put God and country first and put his family first,” Davis said. “He loved his community and his friends. He was an honest guy and a gentle giant.” n

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.

Scoro is an award-winning end-to-end project and business management solution that enables you to control your entire workflow in one place. In addition to project management features, Scoro provides all the tools you need to fully manage your business: work and task scheduling and tracking; collaboration; contact database and CRM; quoting and billing; advanced reporting; real-time dashboards; and much more.

1

3Eighty percent of small businesses fail. A big reason for that is that being incredibly proficient in a craft is not the same thing as running a business. You may be one of the most skilled people in your industry, but that doesn’t necessarily mean you’ll be able to build a successful company. Originally published in 1988, “The E-Myth Revisited“ is an updated entrepreneurial guidebook written by Michael Gerber that explores why so many small businesses fail and gives entrepreneurs tips on how they can avoid suffering a similar fate. 4

2

Pat Flynn hosts this award-winning weekly podcast. ”Smart Passive Income” offers interviews, strategies and tactics on how to increase profits and grow your online business. If you’re interested in learning about ways you can build atomic habits, create evergreen sales funnels, buy and sell businesses online, tap into niches or grow your YouTube presence, then this is going to be a great resource.

Written by cognitive scientist Dr. Carmen Simon, “Impossible to Ignore“ explores what we can do to influence people in today’s fast-paced world that exposes us to countless messages every day – or even every minute. In general, your small-business audience will forget 90% of your messaging. To succeed, you need to cut through the noise and make sure that your key messages hit home – and stay there.

Dale Carnegie’s “How to Win Friends and Influence People“ is a time-tested classic that’s sold more than 30 million copies since it was released in 1936 – making it one of the bestselling books of all time. Once a successful salesman, Carnegie eventually left his sales career and took up public speaking, and the advice from his seminars was compiled into this book. Read it and learn how to get people to like you, how to convince others that your reasoning is the right way of looking at an issue and how to change folks without them hating you for it.

8

Those of you who have enjoyed “The New Business Podcast” by British entrepreneur and bestselling author Chris Ducker will be excited to check out his newest venture in podcasting. ”Youpreneur” is dedicated to helping entrepreneurs understand what it means to develop their personal brand in the 21st century. Ducker covers every topic from delegating to launching online products and establishing industry authority in his weekly podcast and offers key insight, advice and tactics to help business owners succeed.

6

Andy Grove, the former chairman and CEO of Intel, knows a thing or two about management. “High Output Management,“ written in 1995, is Grove’s highly regarded guide small-business owners have relied on for two-plus decades to become better managers and help their companies get more done more effectively.

7

Wrike’s mission is to help organizations

thrive in the digital age by transforming the way they plan, manage and complete work. Its SaaS-based, work-management platform features engaging collaboration, workflow and project management tools built into an intuitive online workspace. Every day, millions of users at over 15,000 companies use Wrike to drive top-line processes across their organizations. In 2017, Wrike was named to the Deloitte Fast 500 list of the fastest-growing companies in North America for the third consecutive year. n

Franchisee to Franchisee Forum

The easy and common response will be that we will never return to 30% to 35% of our business coming from inside the restaurant. I would caution the short-minded thinking that is the foundation of that response. The reality is America will crave the desire to return to normal life, and in the longer term that is not easily defined in terms of time, it will do just that: return to normal. It is not like we will stop having birthday parties or other celebrations. It is not like America will never go inside a bowling center again for entertainment. The truth is we will, and likely sooner than we think. Those of us that kept our dining rooms open during the pandemic, even if for just takeout, are seeing the success already with business returning. America will overcome its fear and return to dining in again soon. We will take for granted plexiglass between our booths; however, life will return to normal. Our drive-thru business simply clouds our ability to see that in the near future. I, for one, believe it will be back sooner than later. To me, nothing changes, so go ahead and get a drink cup and make your way to the drink bar for a Dr Pepper. You did it safely for years, and you will do it again safely for many years to come.

– Keith Egyed

As we continue to adapt and adjust to COVID-19, social distancing has become a habit. It has become our way of life and is essentially now built-in human behavior. That being said, indoor dining will always have appeal and be a draw for the restaurant industry. In nontraditional locations that are not freestanding with drive-thrus, there will always be a need for guests to have an option to go sit and eat a meal while taking a break from whatever they were doing while visiting the trade area where these stores are located.

I find it impossible to think we would shrink our footprint in these or other locations moving forward. The logical option to consider is less seating in the dining area yet spreading the seating the recommended 6 feet apart from other tables or booths. While seating capacity will be reduced and can potentially limit sales volumes, it can also be advantageous in other ways. An example is that certain municipalities don’t require any public restrooms if seating is below a certain number.

All in all, the dining room will always be a necessity. We must keep in mind that up to 40% of our total sales in traditional sites can still be generated through this vehicle, so the design and concept must always keep evolving and stay current with the times.

Amir Syed

do you see as the future of the restaurant dining room?

We have many of our dining rooms open at limited capacity currently. I think dining rooms will still be part of our future at BURGER KING®. Travelers, families and workers who predominantly work outdoors (for example, construction, landscaping, etc.) still want to come inside, spread out and relax over a meal. We need to cater to those individuals in the future dining rooms. I think dividers on our booths and elimination of community tables would be a smart idea. Signage that allows guests to use the mobile app to order would reduce communication errors with cashiers and allow for families to find a table and relax.

– Andrew Schory

Though no one owns a crystal ball relative to the future of dining rooms in the QSR industry, there will certainly be some fallout from the COVID-19 pandemic. The dining room share of sales has continued to fall over the years, and the pandemic hastened this trend. Upon the ready availability of a vaccine, I predict a relatively short euphoric return to dining out. However, I believe that casual and fine dining will be the primary beneficiaries of that response. Quick-service restaurant (QSR) guests are becoming accustomed by necessity to delivery, curbside pickup and drive-thru options. These options will likely move the dining room average of 30% of sales to 20% or even 10%. Restaurants that serve as highway rest stops and those in high pedestrian environments will, of course, continue to need larger dining rooms. It is incumbent upon all QSR brands to seriously consider the “new” dining room of the future before forcing franchisees to remodel or build models that will prove to be inefficient and costly. Playgrounds and high-occupancy dining rooms need to be re-evaluated relative to investment in a fast and attractive drive-thru experience.

– Matt Herridge

What

National Franchisee Association Hosts Board of Directors and Vendor Partners for In-Person Meeting

Though things looked and worked a little differently than they have in the past, the National Franchisee Association (NFA) proved that in-person events can be safely held, even amidst the current crisis.

On Oct. 14-15, the NFA Board of Directors met in Atlanta and were joined by more than two dozen business partners for a leadership and vendor forum. It was the first in-person event for the board since February and the first opportunity for the NFA’s valued business partners to meet with franchise owners since the onset of the pandemic in mid-March. It was even the first large-scale event hosted by The RitzCarlton, Atlanta, since March, and it went off without a hitch.

with the association and brand leaders. The groups had dinner together after the forum.

“It was good to get back on the road and engage with colleagues and friends that we had been missing,” said Drew Paterno, former NFA secretary and a franchisee with Harvey Management Corp. “It meant a lot to me. I was a little nervous about it, but I wanted to go because it was the election. It was a good meeting and good to see some of our vendor partners. We’ve had long relationships, and it’s personal with them too. Catching up was really nice, and it was nice to get back to business in more of a normal environment.”

event Jolt has attended, the format seemed to work well – booth hours, dinner, presenting to the board. Having the ability to present to the board was also advantageous for us as a vendor.”

by SEAN IRELAND

No problems were reported at the meeting or following it, which portends well for 2021 as the association plans to resume meetings for business, legislative advocacy and development across the country. With discipline for following guidelines and desire to get the economy moving again, in-person business events are possible and safe.

“The safety protocols were adequate and made our team feel comfortable throughout the entire show,” Von Iderstein said. “The NFA team went above and beyond by being available, setting the right expectations and making the ‘new’ rules easy to follow – all while maintaining a positive attitude.”

“I thought the hotel did a good job,” Paterno added. “I felt safe and comfortable throughout. The meeting was a brilliant success on a whole host of levels.”

Attending the meeting were nearly all the NFA’s 26-member team of officers and board members, which includes regional association presidents from around the country. A few board members who could not attend in person did so virtually. In addition, representatives from Burger King Corp. and from RSI, the supply chain partner for the BURGER KING® system, also attended the meeting in person.

CDC guidelines for health and safety and preventing the spread of COVID-19 were followed by all attendees at the meeting and vendor forum, where the NFA’s business partners had tables and were able to talk about their products and services

The NFA’s officers – Chair Dan Fitzpatrick and Vice Chair Jim Froio – were selected to serve in those roles for another two-year term.

“Overall, the event was a success. Even during these difficult times, the NFA was able to accommodate both the vendors and board members by providing a safe and productive environment,” said Kyle Von Iderstein of Jolt, one of the NFA’s vendor partners participating in the meeting.

“Although this was the first board of directors

For the team at Jolt, a provider of software solutions for team accountability, digital food safety and employee performance, meeting in person with franchisees remains the best way to connect and demonstrate the value their products offer. “In our opinion, in-person meetings always produce better long-term relationships and results for vendors,” Von Iderstein said. “Being able to speak with a restaurant operator in person helps build trust, cultivates a better relationship and opens doors that sometimes may be difficult to enter.”

That appreciation for in-person meetings is a two-way street. “They have a vested interest in our business, and we have a vested interest in the services they provide,” Paterno said. “I always feel good engaging face to face. It ensures my confidence and appreciation for the value of those partnerships.” n

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

The NFA Board of Directors met in Atlanta at The Ritz-Carlton in October.

Pete Cavanaugh, left, and Kyle Von Iderstein of Jolt were among more than two dozen vendors at the meeting.

Attendees wore masks and adhered to socialdistancing protocols.

Kevin Newell, right, talks with representatives from DRAS Cases at the mini trade show during the NFA’s October meeting of the board of directors.

Thank you to the business partners that sponsored the October meeting of the NFA Board of Directors:

BURGER KING Franchisees Honored During BKC Virtual Convention

In a year like no other, Burger King Corp. hosted an annual convention like no other – virtually. On Oct. 28-29, the company welcomed franchisees, suppliers and corporate staff from around the world for an online meeting designed to safely update and rally the BURGER KING® community.

At each convention, whether virtual or in person, successful franchisees are recognized by brand leadership with awards for their overall performance, development initiatives and other standards. This year, three groups were recognized as North American Franchisees of the Year, based on size.

For the 1-5 restaurant division, Trevor Holderbecker of Milo R Holderbecker Inc., with two Minnesota locations, was chosen for the award.

For the 6-30 restaurant division, Richard Santowski and Kolkhorst Foods earned the award. The company has 10 restaurants in Texas.

James and Sarah Cammilleri of JSC Management Group LLC were the winners of the 30 and up restaurant division, and they were chosen as the overall winner of Franchisee of the Year honors. The Cammilleris own 60 BK® locations in the Northeast, acquiring 47 of them in March. They became franchisees in 2000.

The Developer of the Year award went to Bruce Daniels of Carolina Franchise Holdings, which opened six restaurants this year. Daniels became a BK franchisee in 2018 with nine locations, and his company has grown to operate 36 locations in South Carolina, North Carolina, Georgia and Florida since then. The Guest Service award went to Soterios Gardiakos of Kalamai Inc. of Illinois.

Read on for more about these National Franchisee Association (NFA) members and winners of the Franchisee of the Year awards.

Overall Franchisee of the Year North America

FRANCHISEE OF THE YEAR, 30 OR MORE RESTAURANTS

names: James and Sarah Cammilleri

company name: JSC Management Group LLC

year you became a bk franchisee: 2000 number of restaurants: 60

James and Sarah Cammilleri received green jackets, signifying their Franchisee of the Year Award, from Chris Finazzo, president of the Americas for Burger King Corp. The award was announced during the 2020 Burger King Virtual Convention in October.

STATES YOUR RESTAURANTS OPERATE IN: New York, Rhode Island, Connecticut, Massachusetts

NUMBER OF RESTAURANTS YOUR COMPANY OPENED IN THE PAST YEAR: We acquired 47 in March 2020.

WHAT DREW YOU TO THE BURGER KING BRAND? My father, James Cammilleri Sr.

WHAT SETS THE BRAND AND YOUR ORGANIZATION APART? Leadership. Everything rises and falls on leadership.

WHAT IS YOUR TYPICAL DAY LIKE? Creating a vision that our company can trust and follow. Adding value to people personally, lifting them up and setting them up for success.

WHAT IS THE BEST DECISION YOU HAVE EVER MADE IN BUSINESS? Learning how to add value to people. Working together with my team and identifying strengths and opportunities to ultimately promote strength within the company.

WHAT IS THE BIGGEST MISTAKE YOU HAVE EVER MADE IN BUSINESS? We don’t make mistakes: We create opportunities by leading forward and walking through the opportunities we have created.

WHAT ARE YOUR GOALS FOR 2021? Whatever God has in store for us. I used to have lofty goals, but soon realized that we needed to be the best version of ourselves daily, which translates into walking through doors and opportunities that we may have missed because we were focusing on the long term rather than the immediate needs of our team.

WHAT POSITIVE DEVELOPMENTS FOR THE BRAND DO YOU SEE COMING OUT OF THE CORONAVIRUS PANDEMIC? Towns that normally would not allow drive-thrus are becoming less strict on their regulations and opening to the fact that a drive-thru is a safer way for people to dine out.

WHAT DO YOU DO FOR FUN? Fishing and golf.

WHAT IS YOUR FAVORITE ITEM ON THE BK MENU?

JAMES: WHOPPER® off the broiler.

SARAH: Original Chicken Sandwich –but the new handbreaded chicken is a winner that might take its place!

FRANCHISEE OF THE YEAR, SIX TO 30 RESTAURANTS

name: Richard Santowski

company name: Kolkhurst Foods LLC

year you became a bk franchisee: 1995 number of restaurants: Just opened 10th restaurant state your restaurants operate in: Texas number of restaurants your company opened in the past year: Three since December 2019

WHAT DREW YOU TO THE BURGER KING BRAND? I had family involved in the system, and that gave me the opportunity to leave Chicago to go to a warmer climate. The stars just aligned.

WHAT SETS YOUR ORGANIZATION APART? We run it like everybody is part of the family.

WHAT IS YOUR TYPICAL DAY LIKE? We do very little time in the office and spend a lot of time in the restaurants. We try to have office time when we are inside the restaurants. That allows us to be more in touch with what’s going on. We make ourselves available to any level of our team from restaurant general manager to the brand-new crew member.

WHAT IS THE BEST DECISION YOU HAVE EVER MADE IN BUSINESS? Not leaving it, but sticking with it.

WHAT IS THE BIGGEST MISTAKE YOU HAVE EVER MADE IN BUSINESS? Trying to save a few thousand dollars by going to a cheaper location. The sales were less there.

HOW DO YOU MEASURE GROWTH? We like to measure it in people development. If we keep developing them and reducing our turnover, that’s how we feel we’re most successful.

WHAT ARE YOUR GOALS FOR 2021? We’re going to have two additional stores, if not three, next year.

WHAT POSITIVE DEVELOPMENTS FOR THE BRAND DO YOU SEE COMING OUT OF THE CORONAVIRUS PANDEMIC? Double drive-thrus have been a big plus and development of the delivery side of the business.

Continued on page 28

The Cammilleris and their team at JSC Management Group LLC celebrated the award outside one of their 60 BK restaurants.

The King and the royal court: The JSC Management Group LLC team includes, from left, James Cammilleri, President Steve Vann, Vice President Sean O’Brien and Sarah Cammilleri.

Convention Awards

Continued from page 27

WHAT DO YOU DO FOR FUN? Golf, boating, travel.

FRANCHISEE OF THE YEAR, ONE TO FIVE RESTAURANTS

NAME: Trevor Holderbecker

COMPANY NAME: Milo R Holderbecker Inc.

YEAR YOU BECAME A BK FRANCHISEE: 2010

NUMBER OF RESTAURANTS: 2

STATE YOUR RESTAURANTS OPERATE IN: Minnesota

NUMBER OF RESTAURANTS YOUR COMPANY OPENED IN THE PAST YEAR: 2

WHAT DREW YOU TO THE BURGER KING BRAND? For me, it was to carry on our family legacy. My dad started in BURGER KING to help pay for college. He liked it and was pretty good at it, so he saved the money to start his own BURGER KING instead. He opened his first BURGER KING the year I was born. I started at BK when I was in high school. I liked it and was pretty good at it. When my dad retired, I was happy to carry on with the brand that had always supported my family.

WHAT SETS THE BRAND AND YOUR ORGANIZATION APART? I think the BURGER KING brand sets itself apart with its commitment to being king of burgers. New procedures and innovations that focus on our flame-grilled burgers always are a home run for the business. I believe our organization is set apart by our commitment to helping our team. By helping them in their personal lives and investing in them, they, in turn, invest their care into our business and our customers.

WHAT IS YOUR TYPICAL DAY LIKE? Most days, I look at the schedules of

our stores and see who looks like they need help the most. Being in only a couple of locations, I get to spend a lot of time in the kitchen or at the counter helping my team and our guests. I use a lot of my time being on the service lines with our teams looking for how we can improve procedures to make it easier for my crew and more satisfying for our guests. My favorite part of the day, of course, is when I get to go home to be with my family. They are the reason I do what I do.

WHAT IS THE BEST DECISION YOU HAVE EVER MADE IN BUSINESS? I think what helped me improve my business the most was to stop comparing myself to the competition. Whether that is competition against other businesses or friendly competition with other BK franchisees. Not that I didn’t observe and learn from them, but to not get tied up in the comparison game. Instead, I get tied up looking for what we can do better and make it happen.

WHAT IS THE BIGGEST MISTAKE YOU HAVE EVER MADE IN BUSINESS? My biggest mistake in business was thinking I could do it all. Making the transition from being a doer to a trainer and supporter made all the difference in the world. I still spend a lot of my time doing, but it always needs to come second to making my teams better.

HOW DO YOU MEASURE GROWTH? I measure growth by how much time I personally have to spend growing. If I am spending all my time putting out fires, my business is not in a position for continued growth, if not worse. When my teams keep things under control, growth is there for the taking.

WHAT ARE YOUR GOALS FOR 2021? To spend more time with my family. If I am overworked and undercharged, it permeates the culture of my business. The best times for our business have come when I am best able to balance my work life with my personal life.

WHAT POSITIVE DEVELOPMENTS FOR THE BRAND DO YOU SEE COMING OUT OF THE CORONAVIRUS PANDEMIC? BURGER KING has been lagging somewhat in the technology department. The younger generation has been asking to engage them on that front. This pandemic will give us the push we need to move into that market.

WHAT DO YOU DO FOR FUN? I am a bit of a neophile. I like to try new things all the time. I enjoy too many things to do any of them as much as I would like. I think the urge to try new things really helps me to stay engaged with learning new things and thinking of old problems from different angles.

WHAT IS YOUR FAVORITE ITEM ON THE BK MENU? It may be cliché, but hands down, the WHOPPER. n

Trevor Holderbecker, left, and his father, Milo, wear their green jackets signifying their status as award winners.

Updates Membership at Virtual Annual Meeting

The first-ever virtual Annual Meeting for members of the National Franchisee Association (NFA) from across the United States and Canada was held Nov. 10. NFA officers and committee chairs presented updates about the brand and the association’s work with Burger King Corp. leaders on a variety of topics.

NFA Chair Dan Fitzpatrick, recently re-elected to the office for a two-year term, presented the results of the survey of BURGER KING® franchisees conducted earlier this year. Members then heard reports from Government Relations Committee Chair Brian Robison, Marketing Council Chair Jim Froio, Image Committee Chair Todd Schuster, Restaurant Council Chair Shane Jacobs, NFA Treasurer Steve Keith and Elevanta Chair Joe Clements. Secretary Drew Paterno then honored the 24 people who celebrated milestone anniversaries as BK® franchisees this year.

NFA Recognizes Franchisees Celebrating Milestone BK Anniversaries in 2020

The National Franchisee Association (NFA) is pleased to honor our members who celebrated a milestone anniversary with BURGER KING® in 2020. These franchisees contribute their time, effort and talents every day to help the brand grow and succeed. The recipients were recognized Nov. 10 at the NFA Virtual Annual Meeting. We congratulate those celebrating milestone anniversaries for their continued hard work and dedication.

n FIVE YEARS

Cambiz Aliabadi, QSR West Inc.

Jon Aliabadi, QSR West Inc.

Rao Tummala, Rao Network

Srinivasa Rao Tummalapenta, Rao Network

n 10 YEARS

Harsh Ghai, Ghai Management Services

Stacy Moore, Burgers Etc. LLC

Amir Sahebalzamany, QSR West Inc.

n 20 YEARS

Bill Keller, BMT of Kentucky Inc.

Tom Keller, BMT of Kentucky Inc.

Ted Lunt, BMT of Kentucky Inc.

Mark McMahan, BMT of Kentucky Inc.

Brent Northrop, EDN Inc.

n 25 YEARS

Joe Clements, Crown Restaurants LLC

Fred Monaghan, Glencoe Holdings Ltd.

Todd Northrop, EDN Inc.

Richard Santowski, Kolkhorst Foods LLC

n 30 YEARS

Randall Bradley, Kadina Corp.

Ashok Mehta, AM-PM Enterprises Inc.

n 35 YEARS

Nasser Aliabadi, QSR West Inc.

Mary Lonigro, Lonigro Enterprises Inc.

Nick Lonigro, Lonigro Enterprises Inc.

n 40 YEARS

Bob Davis, J. Davis Enterprises Inc.

Jack Muirhead Jr., New King Inc.

n 55 YEARS

Emily Bennett, Bennett Management Corp.

The first restaurant drive-thru lanes featuring two-way intercoms were introduced in the late 1940s. Whether the very first restaurant to do it was Red’s Giant Hamburg in Missouri or the first In-N-Out Burger in California is a topic of some dispute.

But there’s been little change to the basic form and function of the drive-thru in the 70-plus years since it became established as a way to quickly serve food to hungry consumers in a society falling in love with cars and the increased mobility they offered. In recent years, drive-thru technology has begun to ramp up with developments like digital signage boards to make consumer menu choices easier and quicker. But in all that time, drive-thrus operated with the same basic design. Get in line, order, go to the window, pay and pick up food.

Then came March 2020 and the onset of the coronavirus pandemic in the United States. When restaurant dining rooms across the nation closed to combat the spread of COVID-19, there was one place for people to get their fast-food fix on their own – the drive-thru. It’s quite an addiction too. According to QSR Magazine, an average of 50 million Americans eat fast food every day. Each of us spends an average of $1,200 on it annually.

Suddenly, restaurants that had been serving a little over half of their share of that volume through the drive-thru were doing nearly 100% of the business that way, with even delivery drivers making pickups at the window. It’s required some adjustments, not only because of the increased traffic, but also because the types of orders being made at the window have changed – many quick-service restaurants (QSRs) are finding that the average guest check has gone

up since March.

The numbers show that consumers are ordering more food more frequently. Location technology company Bluedot reports that 74% of people say they have visited a drive-thru the same or more than usual since the pandemic started, according to QSR Magazine. Drive-thru visits increased by 26% in April, May and June, according to a report from the NPD Group, a market research company.

by SEAN IRELAND

In Washington and Oregon, the dining rooms of the 101 BURGER KING® restaurants operated by Ambrosia QSR have been closed since March 16. But the average check amount at the drive-thru increased as much as 25% from what it was in January and February and remained up 15% even into October.

The natural consequence of more traffic and larger food orders is that speed-of-service (SOS) times slow down. Across most of the industry, they did this year, increasing by nearly 30 seconds at 10 well-known QSR brands over 2019, reports SeeLevel HX, a market research services provider.

At Ambrosia QSR SOS also slowed, “but we’ve come back down to pre-pandemic speeds in the past couple of months,” said Luke Pisors, president and CEO. Though, as noted, the company’s average check remains up from pre-COVID-19 levels, all its dining rooms remain closed, allowing it to focus solely on drive-thru operations, a big reason for the improvement.

Even so, Pisors said speed is not the most important element

Continued on page 35

Lewis’ Long Career of Service Honored by Brand, Colleagues

Passionate. Selfless. Generous. Ask the friends of Steve Lewis to describe him, and those words are repeated over and over. They’re the measure of a man who has devoted his career to lifting the BURGER KING® brand and its community of business owners by service and unflinching leadership.

Lewis, a two-time chair of the National Franchisee Association (NFA), recently sold U.S. Restaurants Inc., the company he helped create and build to operate three dozen BK® restaurants in Pennsylvania and New Jersey. After a 35-year career owning some of the best-run restaurants in the franchise system and advocating tirelessly for the interests of BURGER KING franchisees across North America, he’s settling into a well-earned retirement.

As he exits the stage of leadership of the NFA, however, Lewis is taking with him a prestigious honor: being chosen by the BURGER KINGSM McLamore Foundation as its newest “King of Giving.” The title is bestowed to the leader of the franchise group that awards the most scholarships through the foundation in a year. The foundation has also created the Steve Lewis Legacy Scholarship in his honor, a gift of $267,000 that will allow $11,000 in educational scholarships to be awarded annually.

It’s a fitting tribute for Lewis, who has been as passionate about the McLamore Foundation as he has been about the BK

brand throughout his career. He has served as co-chair of the foundation and focused a great deal of time and energy on its success and ensuring that it carries out the legacy of Jim McLamore, one of the founders of the BK franchise system.

“Steve was there from the inception and helped it rise from a national foundation to an international foundation serving most countries worldwide,” said Jim Myers, president of the McLamore Foundation and head of franchising and deals for North America for Burger King Corp. “Steve’s restaurants were one of our largest supporters, giving well over $1 million from his organization.”

by SEAN IRELAND

“If it wasn’t for Steve and his passion for the McLamore Foundation, it would have died,” NFA Vice Chair Jim Froio said. “He, and he alone, kept it front and center with the franchisee community. He was the driving force to the top management at BK that the foundation is an important part of the brand, and it should be supported by every restaurant. This holds just as true with the NFA.”

His leadership and service to the foundation and to his fellow franchisees in the BK system will be missed.

Most recently, Lewis was the NFA’s chair emeritus and chair of the Marketing Advisory Committee, which works closely with BK leadership to lead sales across the system.

Before that, he was NFA chair from 1998-2001 and from 2014-2018, terms spent both working with brand leaders on improving franchisee performance and standing up to them when he and franchisees disagreed with the brand’s direction. “Steve worked hard leading the NFA, ensuring all franchisee issues were surfaced whether he was in agreement or not,” Myers said. “He made sure his constituents were treated fairly and had a voice with their franchisor.”

Steve Lewis has been a key voice among NFA colleagues for decades. His passion for the BK brand and its educational foundation have been second to none.

Lewis has long been known as a top operator with a sharp eye for details, holding himself to the same high standards that he set for the restaurants. “He never wavered or let his guard down in achieving perfection every minute of every day,” said Mike Kadelski, Lewis’ business partner and chief financial officer at U.S. Restaurants. “So, he could set the highest standard for the brand. His leadership pushed the brand to much greater heights.”

Lewis is comfortable everywhere from the board room of BKC to behind the counter and in the kitchen at a BURGER KING. He worked in them when the situation called for it, doing whatever was necessary to provide guests with the quality service and food that are hallmarks of the brand. In fact, that’s how he got his start. He first worked for a BK in Minneapolis at the age of 16. Then, after serving three years in the United States Navy during the Vietnam War, he joined the brand full time, rising to regional vice president for Pennsylvania and New Jersey before founding U.S. Restaurants.

That’s the background that honed his touch for smooth operations and unique feel for guest relations. “Steve is a consummate operator with extremely high standards and an eye toward quality and unmistakable passion for the BURGER KING brand. From early on, Steve modeled the kind of behavior any franchisee would benefit from,” said NFA Chair Dan Fitzpatrick, who operates Quality Dining Inc. and 160 BK restaurants in Indiana, Michigan and Florida.

“Steve has a keen business instinct. He always thinks things through. He is able to separate business from emotion,” added Froio, a franchisee from Massachusetts with five restaurants. “Steve is a perfectionist. He operates with knowledge, passion, pride and integrity. He’s been through and seen a lot over the years, and this gives him a great wealth of knowledge of the business.”

Myers has good reason to know of Lewis’ business acumen. Lewis once helped Myers’ uncle open his first BK restaurant in the 1970s, a location that went on to have the highest average restaurant sales in the Detroit region. The two have maintained a friendship since, often meeting at BKC and NFA functions, and

they worked together closely through the McLamore Foundation.

“Steve ran very good restaurants. He was very involved in his community. He invested in his facilities and respected his senior team in his organization and treated his employees like family,”

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Myers said. “I have seen his organization firsthand and the level of respect his team had for him. He always remembered where he started.”

He has an “unrelenting absolute perfection for the business operation and facility,” added Kadelski. “Every customer was king, regardless of anything else. He was never too busy to chat with any customer or employee. He was also always willing to work amongst the crew, behind or in front of the counter.”

Lewis has a remarkable enthusiasm for the restaurant industry and for the BK brand. It gives his leadership an authenticity recognized by everyone, from employees to customers.

“He eats the brand food every day,” Kadelski said. “He wants the restaurants to be as clean as his home. His passion for the brand is tireless. There is nothing fake or put on about his

feelings for the brand. He lives and breathes it. It shows through in all he does. It’s all about his never-ending quest to make the brand into the best possible experience for all associated therewith.”

Another Lewis friend, 30-year BK franchisee Rick Cowley of Top Bun Management and Campus King in Arizona, also noted his extraordinary zeal for BURGER KING. “It’s in the way he holds the brand and his commitment to excellence. You see it in how he operated his restaurant and his commitment to the NFA and every franchisee,” Cowley said. “The man bleeds WHOPPER®s. The brand is in his blood. He worked tirelessly to make sure everyone succeeded.

“His passion for BURGER KING and for his fellow man is a trait not often seen,” Cowley added. “Anyone who has known him since he first became a franchisee would have a very difficult time naming another person more committed and engaged.”

Besides his passion, Lewis’ friends also admire his giving nature. “What embodies Steve more than any one event is his boundless generosity for everyone,” Fitzpatrick said. “Steve always was giving of himself from a special place in his heart, and he never required anything in return – I find this not only a most enviable trait, but one that best measures the man.”

“He’s a giver,” Cowley added. “The man would give you his last $5. He would do anything for anybody and always put himself second. He is a rare breed and someone you don’t see in our culture

today. He gets joy out of giving and making sure everyone is handled and doing well.”

Many franchisees who have become acquainted with Lewis rely upon him as a mentor, someone they can count on for sound business advice. Through the years, he’s touched dozens of business owners who served with him on NFA committees or through the McLamore Foundation.

“He makes everyone feel as though they are the most important person in the world,” Froio said. “He is always willing to help someone else, whether business or personal.”

Lewis leads with example as much as with words, and though retiring, his lessons will continue to echo in the system through his friends and colleagues. “He taught me most of all to always challenge yourself, be honest and passionate about what you do,” Kadelski said. “In addition, he taught me the importance of hard work, responsibility and fairness in dealing with all co-workers.

“He is a man of great integrity, emotion and generosity. He truly loves the people who worked with him, and we love him back.” n

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

Drive-thru

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when it comes to operations. “Our sense is that guests are looking for accuracy and friendliness, even with the challenge of large orders, unfamiliar users and contactless procedures. Going faster, and sacrificing either of those attributes, is not a way to build repeat business,” he said.

Pisors’ point is well taken. In the same survey of SOS by SeeLevel HX, Chick-fil-A had the slowest drive-thru speed of the 10 brands studied, but it was top-rated in both order accuracy (BK® was No. 2 in the category) and customer service.

Speed of service is also an important metric for Drury Restaurants, with 36 BK restaurants in Arkansas, Illinois, Kentucky and Missouri. “Once we went to drive-thru only, we made it mandatory to have all bump-outs open all day, which has made our teams much faster. Our speed improved month over month because of the consistent focus,” said Director of Operations Shannon Atkins. However, as the company began to be more affected by quarantines of team members, it led to more difficult shifts due to lack of staffing. That slowed times again, though they have been recovering in recent months.

Regardless of the challenges, Atkins said, “It’s clear to us that having a drive-thru-only operation is completely doable provided you have the right people in place and the correct training. Being rush ready is more important than ever and seconds count.”

As the stakes have gone up on drive-thru, the franchisees are doing all they can to make those operations as efficient and safe as possible. “Based on the ever-changing state and local guidelines, our dining rooms have been completely closed since March 16 and remain so today,” Pisors said. “We’ve mirrored the brand’s requirements of plexiglass barriers, revised positioning emphasizing drive-thru, contactless interactions in drive-thru, etc. The most significant change we’ve made is in accelerating a planned POS upgrade to Xenial and integrating all four major third-party delivery partners. We’re running around 9% delivery, and our business would look very different without that change.”

Technology will play a key role with drive-thrus going forward. Restaurant Brands International (RBI), the parent company of the BURGER KING brand, announced on its thirdquarter earnings call on Oct. 27 that it would be emphasizing new tech to speed up and improve drive-thru service at all three of its brands, which also include Tim Hortons and Popeyes.

The company’s plans call for franchisees to install digital message boards with contactless payment and integrated loyalty plan features. The boards also use predictive analytics to suggest menu items for customers based on their order, the time of day, weather and trending food products. Plans call for the tech to be installed in 10,000 drive-thrus at North American locations across the three brands by 2022. Already, BK franchisees have installed them at 1,500 locations. Also, where restaurant footprints allow, single drive-thru lanes are being converted into doubles.

“We believe this investment will meaningfully enhance our drive-thru experience at a critical time and solidify a key point of differentiation for our brands,” RBI Chief Financial Officer Matthew Dunnigan said on the earnings call.

“We’re seeing really strong sales uplifts from the investments

our franchisees are making,” added RBI Chief Operating Officer Josh Kobza.

“Looking forward, we are very well-positioned to navigate through a wide range of possible scenarios, especially given the strength of our network of drive-thrus and fast-growing delivery channel,” said RBI CEO José Cil in a release accompanying the reporting of the company’s third-quarter results.

Of course, even with the introduction of new technology, the tried-and-true tenets of customer service remain fundamental to drive-thru operations. “We’ve always talked about having ‘a smile in your voice’ when training a new team member on the drive-thru headset,” Pisors said. “However, especially with masks on today, that’s incredibly important, both at the speaker and in person at the window.”

At Drury Restaurants, “the teams are using guest names to help be a little more personal and with having bump-outs open, there are two opportunities to connect with the guest,” Atkins said.

What happens with restaurant operations when the coronavirus is defeated remains to be seen, but what is happening in the drive-thru lanes now will play an important role in their success going forward. “I think until the general public feels more comfortable sitting inside a restaurant with other guests, our drive-thru trends will remain,” Atkins said. “There is, however, a segment of the population that wants to have that dine-in experience, and we need to be cognizant of that. The key is to be able to do it safely so that we don’t end up closing a store to get a marginal lift in sales.”

“There’s no question that we’re currently serving guests who weren’t previously as likely to be in our drive-thrus,” Ambrosia QSR’s Pisors said. “Our ability to serve them well through this pandemic will impact their perception and frequency visiting us for years to come.” n

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

“Looking forward, we are very well-positioned to navigate through a wide range of possible scenarios, especially given the strength of our network of drive-thrus and fast-growing delivery channel.”

– RBI CEO José Cil

Employment Challenges Continue in COVID-19’s Wake

One of the biggest problems employers, including franchisees across many brands, experienced with their businesses before the coronavirus pandemic in March was hiring and keeping quality workers. As we close out this strange year, one of the few things that has not changed during the pandemic is the challenge franchisees still face with finding and retaining employees.

Before the pandemic, a historically low unemployment rate across the nation was the culprit, with restaurants struggling to find enough workers to meet the demands of high standards of guest service in their day-to-day operations or to staff new locations.

Since March, the situation has been equally, if not more difficult. While unemployment is high across the nation because of the business closures caused by the pandemic, there are significant barriers to re-employment. Until July 31, workers who’d lost their jobs were receiving an extra $600 per week in unemployment benefits as part of the congressional relief packages to boost the economy. Then starting in August, some states were offering extra compensation of $300 to $400 per week as part of unemployment benefits.

Others remain leery of working closely with the public in a restaurant as the pandemic continues, afraid for their health or the health of loved ones despite the stringent safety procedures brands and franchisees have established. Those fears may be keeping potential employees away and pushing current ones to seek other opportunities.

Whether it’s those issues, child care dilemmas caused by school or day care closures, or because of workers being exposed to coronavirus and required to quarantine, the employment rosters of quick-service restaurants (QSR) have been in a state of flux for months.

“Overall, the industry is going through a transitional period dealing with the reality of a very difficult time staffing and retaining their employees,” said Lenny Crouse, vice president of national sales for TraitSet HIRE, a partner of the National Franchisee Association (NFA) focused on providing workforce management solutions for businesses.

by SEAN IRELAND

Individual restaurant operators, with no exception to BURGER KING franchisees, are living that trend up close. Fifty-nine percent of restaurant owners say hiring, training and retaining restaurant staff is the biggest challenge they face, HubSpot research indicates. “At the beginning of the pandemic, we were struggling to staff the restaurants. No one really knew what to expect from a business standpoint, and a lot of staff went on voluntary leave when we gave them the option,” said Shannon Atkins, director of operations for Drury Restaurants, which has 36 BURGER KING locations in Arkansas, Illinois, Kentucky and Missouri. “This hurt the restaurants tremendously from a scheduling standpoint.

“After COVID-19 wasn’t so new anymore and the public felt more comfortable getting back out, we had a large group willing to come back to work. Due to that, we had a small period where we seemed to be fully staffed,” Atkins added. “This, however, didn’t last long because delivery took off like a rocket. Potential employment candidates that we would usually get seemed to be applying to delivery services or to be a delivery driver. Retaining team members has been one of our toughest struggles this year.”

“There’s a portion of quick-service restaurant team members

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Hiring

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who are anxious about the pandemic and often not as available or accessible as they had been,” said Luke Pisors, president and CEO of Ambrosia QSR, a BK® franchisee with 101 restaurants in Washington and Oregon. “On the flip side, there’s another significant part of that population that is anxious about getting hours, keeping employment and maintaining themselves and their families financially. Often, those we bring on were recently laid off from full service or other service industry jobs that have disappeared in the past seven months.”

In the churn of this environment, it is less expensive and requires less effort to keep current team members than it is to find, hire and develop new ones. HubSpot research estimates that the average cost of replacing a quick-service restaurant worker is $5,684 when combining recruiting, selection, orientation and training, and productivity loss.

Neither Drury Restaurants nor Ambrosia QSR let go of employees because of the pandemic, though both had team members voluntarily stop working or work reduced hours.

Try These Suggestions for Keeping Teams Fully Staffed:

From Shannon Atkins, Drury Restaurants:

• Expand advertisements and job postings to anything and everything you can think of, especially if free. Paid ads on Facebook have helped.

From Ed Cole, rapid!:

• Contactless operations are more important than ever. Use paycards as a contactless way to pay employees, ensuring they are paid on time, even during emergencies, without exposing anyone to unnecessary risk. Paycards are also far more convenient for the unbanked, offering cashless purchases with no monthly service charge, and they can be replaced if lost or stolen.

From Lenny Crouse, TraitSet HIRE:

• Start with the mirror test. Each manager on the leadership team should ask if they would want to work for your business, and if not, address the reasons why.

• Create a referral program for your current employees, especially your best ones. Have them bring in other talented job seekers in their network. Consider offering a signing bonus after a certain number of days on the job.

• Use behavioral assessments to review job seekers, which will help you learn the ones most likely to be successful.

• Be proactive with your hiring cycles and tap into job seekers who are your customers.

• Most importantly, make it a fun and enjoyable place to work.

From Luke Pisors, Ambrosia QSR:

• Increase your presence on recruiting websites.

• Use your payroll provider for online paperless onboarding.

As pandemic restrictions on businesses eased across the country, these operators needed to reassure employees about their safety to encourage them to come back or to add hours back to their schedules. Training on new procedures designed to keep the coronavirus at bay was – and continues to be – important. “We talked about procedures daily and consistently on every shift and made a COVID-19 safety test to ensure teams kept talking about procedures because following them is the only way to keep teams safe,” Atkins said.

Ambrosia QSR provides personal protective equipment and continually emphasizes wearing it properly, social-distancing protocols and enhanced sanitation procedures. “Our most important focus is retaining the people we have through engaging communication at all levels and empathy for what our team members are experiencing,” Pisors said.

There are other steps companies can take that can positively affect employee retention rates beyond safety measures. Ambrosia QSR boosted what had been a 50% discount on team member meals to make them free. It also maintained its bonus program for 2020, a step many other companies have been unable or unwilling to take.

Other steps may include partnering with third-party companies that offer services and solutions that help meet the unique needs of employees during the pandemic. “Many rapid! PayCard clients and franchisees continue to face difficulty attracting and retaining talent,” said Ed Cole, channel development manager for rapid! PayCard, a partner of the NFA focused on providing contactless payment solutions to a variety of companies and industries. “Although this was a chief concern prior to COVID-19, the reasons now are very different. … One of the great challenges of the ‘new normal’ is the importance of contactless operations, which affects employers, employees and consumers.”

The company’s paycard payment solution allows employers to scrap the cumbersome paycheck processing and delivery procedures in favor of cards issued to employees that allow them to make cashless purchases or shop online, require no minimum balance, have no monthly service charge and can be replaced if lost or stolen. The card is particularly useful for people who do not have bank accounts.

TraitSet HIRE’s Crouse suggested starting a program for current employees that rewards them for referring job candidates. It not only adds to an operator’s applicant pool, but also builds loyalty among current staff who are rewarded for finding reliable candidates and creating an atmosphere where these new employees want to work.

Even with the best retention programs, there will always be a need to hire new employees. With applicant streams thinned during the pandemic, Crouse warned against simply hiring warm bodies to meet staffing needs. Companies should not change what they seek in job candidates. It’s better to be shorthanded than it is to hire someone with poor behavioral signs or no heart for customer service, which leads to constant upheaval. “Those operators who have a culture of hiring bodies in the traditional ways without much focus on quality have been affected more trying to keep their staffing levels up to stay open,” Crouse said.

“We are finding that operators who placed an emphasis on hiring quality versus snagging bodies to fill slots are not having the extremes some operators are dealing with today,” Crouse noted. “The competitive advantage operators can leverage today more than ever are resources that use a prescreening behavioral assessment to review job seekers. It allows each hiring manager to add great

employees to their rosters.”

“We are continuing to try to keep our standards high on what we are looking for,” Atkins said. “We are looking for someone energetic, outgoing, full of life and well mannered. Because the applicant pool has been reduced, it has been hard to hire within our standards.”

For Ambrosia QSR, the hiring process has become as much about what it can offer as it is about what it wants in job candidates. With layoffs in other fields, there are candidates in the job market, Pisors said. “It’s more important for us to be sensitive to changes in what [job candidates] are looking for, such as financial security, safety, etc.,” he said.

Crouse also endorsed this approach, and he noted that an organization’s reputation in its community is also important. “Those operators that have a bad image or bad leadership team in the community in which they operate have created additional

barriers to finding people to work,” he said. “Start with the mirror test. Have each manager on the leadership team ask themselves if they would want to work for you.”

Finally, it is necessary to widen the net now when fishing for new prospects. Both Drury Restaurants and Ambrosia QSR have beefed up their recruitment processes. “What we have done is expanded our advertisements and job postings to anything and everything we can think of, especially if they’re free,” Atkins said. “We have begun to do paid ads on Facebook for team members and assistant managers. This has helped.”

“We’ve been moving toward more online recruiting and onboarding, and COVID-19 has accelerated that movement,” Pisors added. “From increasing our presence on all recruiting sites to using our payroll provider for online paperless onboarding, we’ve been able to meet potential team members where they are – at home, online.”

In this year of challenges, finding and keeping employees has been one of the biggest, and it will probably remain so for the foreseeable future. “If you are losing the war on staffing, don’t give up,” Crouse said. “Create a plan and stay the course. You can’t change the road map overnight. Partner with a staffing company that will help each manager build an applicant flow into a highperforming machine and transform your business into a four-walls mindset based on community outreach and being known as a fun place to work.” n

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

“We’ve been moving toward more online recruiting and onboarding, and COVID-19 has accelerated that movement.”

– Luke Pisors, president and CEO of Ambrosia QSR

The Legacy of Leadership: Laying the Foundation of Success

The legacy of a transformational leader is defined by the impact of their accomplishments, their ability to create and inspire the vision of the future and the imprint they will leave on other leaders who will one day carry on. This year, at RSI, we bid farewell to four exceptional leaders who have, undoubtedly, laid a strong foundation of success and proudly mentored the next generation of seasoned supply chain professionals who will help lead RSI into the future with their collective 50 years of RSI experience. Inspired and motivated by their legacy, we look forward to RSI’s continued success under this new direction.

Anthony “Tony” Menninger, Vice President of Purchasing

March 1998 – February 2020

For more than two decades, with steadfast commitment to the BK® brand and its RSI supply chain, Tony managed the food and packaging and equipment and facilities departments with passion, enthusiasm and innovation at the forefront. His expertise in purchasing and negotiation helped deliver hundreds of millions of dollars in cost savings/avoidance to members, while his ingenuity contributed to the creation and expansion of many critical initiatives surrounding the company’s core function.

With a keen ability to apply and share his all-around knowledge of the business, Tony left a team wellequipped with fundamental learnings acquired through his mentorship. John Sutton, a 24-year RSI leader, has taken over the reins of this critical business area as vice president of purchasing. John has been and continues to be an integral part of the food and packaging department with an extensive understanding of our supply chain and purchasing activities that, combined with his deep-rooted supplier relationships, help ensure supply at the best cost for our members every day.

Michael “Mike” Burns, Vice President of Distribution and Logistics

October 1999 – March 2020

After a remarkable 20-year career at RSI boasting proficient management of the distribution and logistics function, Mike closed his professional chapter to enjoy retirement. His efficient coordination and oversight of

the resources needed to move products in a smooth, timely, cost-effective and reliable manner were exemplary.

With a background in warehouse and distribution, and expertise in promotions planning and inventory management, Lisa Bonet, an existing member of the RSI officer team, assumed the responsibility of the department and its heightened focus on distribution processes and strategies. Her background at RSI spans multiple departments, including food and packaging, information systems, business analysis and international supply chain.

Elsie Romero, Chief Administrative Officer and General Counsel

September 2005 – December 2020

Providing a guiding hand and wise counsel in virtually every major initiative across all business areas, Elsie has consistently been a trusted, forward-looking advisor to the board of directors, the officer team and her peers at RSI and RBI through her 23 years of BK brand service. Her commitment to lead with honesty, integrity and dedication has been vital in establishing a strong culture of trust, transparency and compliance.

Elsie is pursuing her longterm desire to retire early and spend time at her second home in North Carolina. She leaves the legal function amply poised for future success under the leadership of Rochelle Trafton, who will assume the role of chief legal officer in early 2021. Over the past 11

years, Rochelle served as the assistant general counsel for the company, providing strategic direction for the legal department and extensive counsel to key business areas, including food and packaging, equipment and facilities, distribution and logistics, information technology, PCI compliance and privacy, among others.

Steve Pattison, Chief Financial Officer and Vice President, Risk Management

May 2001 – December 2020

With countless significant contributions made over the past two decades, Steve has had a hand in nearly all departments at RSI, including direct oversight of finance, promotions planning, business analysis and, this past year, distribution. He served as the general manager of SCS – an RSI subsidiary that generates net income accrued to franchisees and distributed through RSI’s patronage process.

Steve was an external representative of RSI in various supply chain organizations, serving on the boards of the National Restaurant Association Supply Chain Expert Exchange and the BURGER KINGSM McLamore Foundation, the brand’s philanthropic arm.

Taking on this senior executive role in early 2021 will be Patrick “Pat” Webster, a dynamic and seasoned professional with unique and significant finance experience. He is a CPA with public accounting experience at Deloitte and Touche and has also served as a controller for several organizations, including RSI for seven years (2001-08).

The collective 80 years of experience and immeasurable contributions made by these former, outstanding leaders have underscored the company’s relentless commitment to its members for the past 28 years. Their departures were met with mixed emotions and excitement all in the same moment as we turn the page to this next chapter of RSI, confident in the legacy preserved that will propel our next generation of leaders and our best-in-class supply chain forward. n

Pillar of BK Brand retires, leaves legacy for a lifetime

F

ifty-four years of service to a brand he loved. Steve Lewis entered the BURGER KING® system as a young man in 1966, was promoted through the company and became a regional manager and eventually a franchisee in 1983. He was NFA chair for three terms, served multiple terms as vice chair and became chair emeritus, and was a longtime supporter of the BURGER KINGSM McLamore Foundation. Now he can add another legacy to his name.

The Steve Lewis Legacy Scholarship was established and announced during the 2020 BURGER KING virtual convention. The National Franchisee Association (NFA) Board of Directors, many franchisees, vendors and business partners contributed to this legacy scholarship to ensure Steve’s legacy and commitment to the BURGER KINGSM McLamore Foundation will live on in the lives of students throughout North America for many years to come. Creating a legacy scholarship fund in his name came naturally, and now, $11,000 in scholarships will be awarded in perpetuity.

Keep reading to see what colleagues had to say about Mr. Lewis, his legacy and what his time with BURGER KING has meant to the brand and the foundation.

Amanda

Israel

executive director, BURGER KINGSM McLamore Foundation

I often say, “Steve Lewis is our biggest fan.” To say that Steve’s absence will be greatly felt is an understatement. His passion for education and our foundation has been vital to our success for so many years. Steve has always been such a supporter of what we do, a mentor to our entire team, making the BKSM Scholars program the great success it is today. He and I share a belief that education is truly the one cause that helps so many others and provides the biggest opportunity to create a bright future. It lifts people out of poverty, creates a stronger workforce, provides security and supports gender equality. The Steve Lewis Legacy Scholarship will no doubt help many students achieve their dreams of getting an education, while making the world a better place.

Jim Myers president BKMF & head of North

America franchising and business development, BK® brand

Steve, your legacy at BURGER KING and, most importantly, your legacy within the Burger KingSM McLamore Foundation, is unparalleled. You have been the strongest advocate and champion, never wavering in asserting how important it is that our brand stands behind a cause and commits to making a positive change that honors our legacy and creates a brighter future. Jim McLamore would be proud, and as for me, I am honored to have served with you as president and to have been a business partner alongside you for almost 30 years. We will certainly miss you, but know you are only a phone call away and will always be available on the Galloway Green.

Chris

Thank you to all the franchisees, vendors and partners who stepped up to ensure our mission is given so much importance. Our business is all about people: feeding people and providing a great work family and business partnerships that last generations. This gift exemplifies that priority, and I am happy to have served alongside Steve as co-chair for the past three years. This foundation is important to every aspect of what we do, and I look forward to carrying your legacy of that importance into the future. So, Steve, thank you for your inspiration and never-ending dedication to the foundation.

Dan Fitzpatrick

Some franchisees are described as a good or great operator, a label not always well deserved. In Steve’s case, it is a label that woefully fails to describe the heights of quality and performance he achieved within and for the brand. Steve was a great operator, a man who cared for his people, his guests, his facilities, his community and, of course, his fellow franchisees! Many harbor fond memories of all the things Steve accomplished for us. They are too numerous

to chronicle here, but they are nonetheless of legendary renown. None of us can say enough about Steve’s passionate leadership of the BURGER KINGSM McLamore Foundation. In many ways, without Steve, the foundation may have never survived the numerous challenges to become what it is today. Steve’s tireless efforts have literally touched thousands of lives of young people, a legacy few can say their careers achieved. On behalf of all your friends and fellow franchisees, farewell dear friend. Enjoy the next chapter of your life. Thank you for everything! We are all blessed to have been with you on the journey. You are simply an amazing man, the likes of whom we are all proud to have known and, we recognize, the likes of which we may never know again!

To date, the foundation has awarded $45 million in scholarships to nearly 39,000 deserving high school students and BK employees. In 2020 alone, $4 million was awarded to over 3,700 students through our BURGER KING scholars program. Legacy scholarships are a great way to honor someone in your organization, yourself or someone who has made an impact in your life and to leave a lasting impact through education. If you’re interested in learning more about the Steve Lewis Legacy Scholarship, or the legacy scholarship program in general, please contact Ali Werner at awerner@rbi.com. n

Finazzo president of Americas, BK brand

NFA chair and franchisee

How Your Income Tax Situation Might Be Impacted By COVID-19 Funding

Certainly, this year has been a head spinner when it comes to keeping up with the dozens of COVID-19 relief and funding programs. As 2020 ends, it’s a good time to brush up on how the various programs could impact your individual and business tax planning.

Tax Implications for Individuals

Congress passed a number of relief programs from the Tax Cuts and Jobs Act to assistance with unemployment benefits. We’ve summarized a few of the tax implications these programs have for individual taxpayers:

• There are recovery rebates available of up to $1,200 for single taxpayers; $1,200 for head-of-household taxpayers; and $2,400 for married couples filing jointly (plus $500 per qualifying child). These rebates are all subject to income-based phaseouts starting at wage levels $75,000 (single taxpayer), $122,500 (head of household) and $150,000 (married, filing jointly).

• If you had to dip into your retirement plan because of the pandemic, there is a 10% waiver of the early distribution penalty for coronavirus-related distributions from retirement plans for taxpayers younger than 59 ½.

• If you are 72 or older, you do not have to take a required minimum distribution from your IRA or 401(k) in 2020.

• If you make charitable contributions, there is a $300 above-the-line charitable contribution deduction for 2020. There is also an increase in the percentage of adjusted gross income (AGI) limitations for 2020 charitable deductions from 60% to 100% of AGI.

• Employers’ tax-free educational assistance programs (maximum $5,250 per employee) were expanded to include student loan principal and interest payments as a qualifying tax-free educational benefit.

Tax Implications for Business Owners

by STACY SMITH

If your organization applied for and received Paycheck Protection Program (PPP) relief, here are a few tax relief provisions to consider:

• Eligible employers can claim the employee retention credit, a refundable tax credit equal to 50% of up to $10,000 in qualified wages (including health plan expenses), paid after March 12, 2020, and before Jan. 1, 2021. Eligible employers are those businesses with operations that have been partially or fully suspended because of governmental orders due to COVID-19, or businesses that have a significant decline in gross receipts compared to 2019.

• The refundable credit is capped at $5,000 per employee and applies against certain employment taxes on wages paid to all employees. Eligible employers can reduce federal employment tax deposits in anticipation of the credit.

• An employee who is unable to work (including telework) because of coronavirus quarantine or self-quarantine or has coronavirus symptoms and is seeking a medical diagnosis, is entitled to paid sick leave for up to 10 days (up to 80 hours) at the employee’s regular rate of pay or, if higher, the federal minimum wage or any applicable state or local minimum wage, up to $511

per day, but no more than $5,110 in total.

• An employee who is unable to work due to caring for someone with coronavirus, or caring for a child because the child’s school or place of care is closed, or the paid child care provider is unavailable due to the coronavirus, is entitled to paid sick leave for up to two weeks (up to 80 hours) at two-thirds the employee’s regular rate of pay or, if higher, the federal minimum wage or any applicable state or local minimum wage, up to $200 per day, but no more than $2,000 in total.

• There is a deferral of the payment deadline for the employer’s portion of the Social Security tax from March 27 through Dec. 21, 2020. Fifty percent of the Social Security tax is due on Dec. 31, 2020, and 50% due on March 31, 2022.

• There is a five-year carryback for net operating losses (NOLs) arising in 2018, 2019 and 2020. One hundred percent (normally 80%) of taxable income in the carryback year may be reduced with the NOL carryback.

• Qualified Improvement Property has been retroactively categorized as a 15-year recovery property that qualifies for 100% bonus deprecation for years 2018-2022.

• There is an acceleration of the time for use of minimum tax credits for corporations. Corporations can recover refundable minimum tax credits in tax years beginning in 2018 or 2019. The refundable credit amount is equal to 50% (100% for tax years beginning in 2019) of the excess of the minimum tax credit for the tax year, over the amount allowable for the year against regular tax liability. Corporations can elect to take the entire refundable credit amount in tax years beginning in 2018.

Specific Tax Implications for PPP Loans:

• The amount of the forgiven PPP loan is excluded from gross income of the eligible recipient and not considered to be cancellation of debt income for federal income tax purposes. The IRS clarified, in Notice 2020-32, that no deduction is allowed if the payment of the expense results in forgiveness of the PPP loan and the income associated with the forgiveness is excluded from gross income.

State Tax Implications for PPP Loan

Forgiveness:

• How individual states treat PPP loan proceeds depends on many factors, for example, whether the state conforms to the federal Coronavirus Aid, Relief and Economic Security (CARES) Act and the PPP provisions. Even if a state generally conforms to the CARES Act, it might choose to separate from provisions that do not include loan amounts as income if the loan is forgiven or discharged. Several states haven’t yet issued guidance on if they will follow federal tax treatment of PPP loan forgiveness.

You can learn more about relief plans for individuals and families as well as business at the IRS website www.irs.gov/coronavirus-tax-relief-and-economic-impact-payments.

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

In 1954, our iconic brand was created. The 1954 Society honors this legacy while providing our generous franchisees an opportunity to continually give back and invest in creating brighter futures.

Funding a Legacy Scholarship is an ideal way to honor someone that contributed to your organization or business. Simply create a Legacy Scholarship through the Foundation—you determine the amount, eligibility criteria and name of the scholarship, and we help you find deserving students to award it to.

Thank You to All Our 2020 Members!

For more information or to get started, email Ali Werner at awerner@rbi.com

EPLI:

Protecting Your Restaurant in the Age of

The food-service industry faces unique challenges in the age of #MeToo. Claims of workplace discrimination and sexual harassment are increasingly common, with accusations being leveled at managers, employees, vendors and even customers. The fallout from a claim of discrimination or harassment can be serious. Restaurants can face lawsuits and fines as well as bad publicity. Worst of all, you and your business may be held accountable even if you were unaware of the existence of a problem.

According to Harvard Business Review1, more claims of misconduct are filed in the restaurant industry than in any other, where as many as 90% of some workers say they experience some form of harassment or discrimination on the job. Plus, these complaints can be costly. In 2019, the Equal Employment Opportunity Commission reported employers paid out a record $68.2 million for complaints, not including other settlements or judgments obtained through litigation2

How EPLI Coverage Protects You

Many employers protect their restaurants with employment practices liability insurance (EPLI), which offers coverage to help shield employers from the high cost of legal fees, judgments and settlements that can result from a discrimination and sexual harassment claim.

Here are a few instances where EPLI could help protect your restaurant.

Sexual harassment claims can result when managers or other employees make inappropriate comments or ask inappropriate questions about an employee’s personal life. Restaurants have also faced costly claims that involve harassment by nonemployees, such as vendors and customers, where management failed to take adequate steps to address the behavior. Consider these scenarios:

• A manager repeatedly comments on a new employee’s appearance.

• An employee keeps asking out another employee after being turned down.

• A vendor always makes loud inappropriate jokes during the weekly deliveries.

• An employee’s complaints about a customer’s physical advances are repeatedly ignored.

Retaliation claims can result when an employee is denied shifts, passed over for promotion or fired over making a complaint about unwanted comments or touching as well as those who serve as a witness for a complaint. Retaliation is the most common

Equal Employment Opportunity Commission charge, representing more than half of claims in 20183. Consider these scenarios:

• An employee’s hours are cut after complaining about a shift manager’s comments.

• An employee is passed over for promotion after complaining about a co-worker.

• An employee is fired under pretense after being a witness for a former worker’s complaint.

Discrimination claims can result over your restaurant’s hiring practices, from the firing of an employee or during a worker’s employment. It is possible for employees to claim discrimination based on a wide variety of factors, including age, sex, family status, pregnancy, religion, national origin or disability status. Sex and age discrimination claims are some of the most common claims employers now face. Consider the following scenarios:

• A female employee denied a promotion files a complaint after noticing a pattern of male employees being promoted.

• An employee makes a claim of racial discrimination due to comments made by other employees.

• An employee is laid off shortly after informing management of a pregnancy.

• An older employee makes a complaint after losing a promotion to a younger employee.

In each of these cases, a restaurant with EPLI coverage will have protection that helps shield the business from claims resulting from accusations of sexual harassment, retaliation and discrimination.

What to Know About EPLI

When choosing EPLI coverage for your restaurant, it is important to understand how coverage works.

• Ask questions about coverage limits and exclusions.

• Read through the application and policy documents thoroughly.

• Ensure you know your contractual responsibilities for coverage. Most EPLI policies are issued on a “claims-made” basis,

meaning you are covered for claims brought during the policy period, even if the incident occurred prior to your coverage start date. It is important to understand any applicable retroactive dates on your claims-made policy to prevent gaps in coverage.

Many EPLI insurers require notification and reporting of any written complaints, even before a lawsuit has been brought forward. Follow any requirements regarding incident reports, documentation and annual renewal questionnaires.

Also, be sure to ask about policy exclusions. In today’s world, an incident of sexual harassment or discrimination may escalate to involve an intentional act or criminal conduct that is excluded by your policy. Limits may also apply for bodily injury and emotional or mental distress claims. To be fully protected, understand the limits of the EPLI policy you choose and purchase additional coverage as needed.

For more tips about how to protect your restaurant from an EPLI claim, contact Lockton Affinity, the co-broker of the Elevanta insurance program, at Elevanta.LocktonAffinity.com, elevanta@locktonaffinity.com or 844-403-4947. Lockton Affinity offers key coverage designed with your insurance requirements in mind. n

1 Harvard Business Review, “Sexual Harassment Is Pervasive in the Restaurant Industry. Here’s What Needs to Change,” 2018. https://hbr.org/2018/01/sexual-harassment-is-pervasive-in-therestaurant-industry-heres-what-needs-to-change

2 U.S. Equal Employment Opportunity Commission, “Charges Alleging Sex-Based Harassment (Charges filed with EEOC) FY 2010

- FY 2019,” 2019. https://www.eeoc.gov/statistics/charges-alleging-sexbased-harassment-charges-filed-eeoc-fy-2010-fy-2019

3 U.S. Equal Employment Opportunity Commission, “EEOC Releases Fiscal Year 2018 Enforcement and Litigation Data,” 2019. https://www.eeoc.gov/newsroom/ eeoc-releases-fiscal-year-2018-enforcement-and-litigation-data

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

King Remodels & Menu Boards

Should You Require Employees to Take a COVID-19 Vaccine?

As this article is being written in late October 2020, various COVID-19 vaccines are in third-stage trials while infection and death rates are rising across the United States and much of the world. Will there be a safe and effective vaccine at the time this article is distributed? I certainly hope so, but if not, make sure to save this for when there is one (although you should read it now to start planning for when a vaccine does come out).

Even if a vaccine is out and available, the current thinking is that the available doses will be prioritized for first responders and other high-risk groups such as the elderly and medically fragile. That said, at some point, a vaccine will become generally available, and you will be faced with the question of whether you require your employees, as a condition of continued employment, to take it.

Why would you need to consider this question at all? After all, as an operator of a retail business catering to the general public (i.e., not a health care setting) you likely do not require your employees to take any vaccines as a condition of employment. For example, although the seasonal flu is common and infects a fair number of people each year causing tens of thousands of deaths annually in the U.S. alone, you probably do not require a vaccine.

In fact, although people (customers and employees) infected with all types of diseases enter your establishment, there is seldom, if ever, any traceable infection of another customer or employee as a result. (OK, admittedly, I am leaving out the common cold, which can sometimes go through your employees like wildfire, but that

is more of a nuisance. And I am getting to the point.)

Present science, however, indicates that 40% of COVID-19 cases are traceable to indoor spaces, that COVID-19 is not that hard to catch (particularly when compared to another airborne disease like tuberculosis) and is more serious than the flu in terms of hospitalization and death. Consequently, because of these somewhat unique risk factors, you might be inclined to consider whether a step such as a mandatory COVID-19 vaccine might be prudent to avoid potential liability to the co-workers and customers of an employee who might become infected.

by DOUGLAS H. DUERR

Now that you have considered the risk of allowing infections to occur when there is a potential preventative measure in the form of a vaccine, can you require vaccination, and if so, what are the risks of doing so? Stated succinctly, the answer is generally a “yes” you can require a vaccine, but (you knew that “but” was coming, right?) just because you can does not mean that you will be able to require all employees, including those being hired, to be vaccinated as a condition of starting or continuing employment.

There are two primary exceptions to any vaccination requirement: The individual has a condition that may require

you to excuse the requirement under the Americans with Disabilities Act (ADA) (or equivalent state law) or has a sincerely held religious belief that requires you to excuse the vaccination requirement under Title VII (or equivalent state law). As many employers have already experienced with COVID-19 itself, many individuals have been able to obtain medical opinions that they are at a higher risk of the disease and, therefore, should receive an accommodation from interacting with customers or co-workers.

Given the anticipated speed of development and regulatory approval of a vaccine, it is not unreasonable to assume that individuals will be able to obtain medical opinions that they should not be vaccinated because of the risk of an adverse health result. While perhaps with time such opinions may become less common as more becomes known about the COVID-19 vaccines, such medical opinions are nonetheless a critical consideration when determining whether an individual is disabled within the meaning of the ADA and, if so, whether a reasonable accommodation in the form of a waiver of vaccination is required.

Can a waiver of vaccination be a reasonable accommodation even during a pandemic? Maybe. Not only do public health experts consider less than 100% vaccination sufficient to prevent a significant public health event, but there may be other measures that might be available when a small portion of your workforce is not vaccinated, including job modifications to eliminate or reduce exposure to others, requiring use of N95 masks (make sure you comply with OSHA requirements) or the like. The same is true for someone who claims a sincerely held religious belief that they cannot be vaccinated against the virus; you may need to accommodate that person as well. Thus, you are not likely to be able to require everyone to get a vaccine.

Even if none or very few of your employees have a condition requiring waiver under the ADA or a religious belief likewise excusing them from a vaccination requirement, should you require a vaccine? There are many considerations that need to go into that decision, such as the availability of doses in the community. Who will pay for the vaccine, and if it is the employee, does that cost count as a deduction from wages that takes the employee below the minimum wage for that week? Is the vaccine’s efficacy and the amount of time for which it provides protection worth the cost and side effects? How will this intrusion in the private medical decisions of your employees impact morale? Will the requirement help or hurt recruitment for open positions? What will the impact be of having some employees required to get vaccinated while others are excused?

Yes, you can have a vaccination requirement. No, you might not be able to apply it to everyone. Is such a requirement worth it? Definitely maybe. So long as there is a pandemic and substantial risks to vulnerable individuals and your business, mandatory vaccination against the virus should be given serious consideration; however, when making a final decision, there are many issues to

~ BK® Franchisee Owner

Win Customer Loyalty Even in Challenging Times

The world is in the midst of one of the most challenging times we can imagine. The impact on health, on families and on businesses is staggering. At the very least, your business has changed dramatically. People all over the world are dealing with massive challenges that they’ve never dealt with before.

One of the questions I’m being asked from many of my clients is: What can we do right now to make sure that we’re increasing the likelihood that our customers will stay loyal to us now and in the future? So, I want to offer an approach that works very well in creating a great customer experience and for engaging your team in the process. Keep in mind you’re going to have to tailor this approach to your own situation.

In a meeting with members of your team – either virtually or in an appropriately socially distanced setting – come up with three things you would want your customers to say or think about their experience with you in this crazy time. Focusing on three things makes you think about and define what’s truly important to your customers right now. For example, three things you might want your customers to say could be:

1. They were easy to do business with during this confusing time.

2. They were extra appreciative of our business right now.

3. Their employees were highly knowledgeable or knew exactly where to find the answers.

My guess is that if your customers could make those three statements about you, they’re going to be loyal now and in the future.

Again, your statements might be different, but I’m sure you get the idea. Once you have identified those three things that you want customers to say, the next step is to discuss what needs to happen for your customers to feel that way.

For example, if you want customers to say that you were extra appreciative of their business right now, behaviors like:

• Sincerely thanking customers for being loyal during this challenging time.

• Asking if there’s anything else you can do to make it easier to do business with you.

by DENNIS SNOW

• Offering an add-on at no cost. Again, it’s a dialogue to have with your team, but you do this with each of the three things that you want your customers to say about you.

The next step is to communicate and reinforce the outcome of those discussions with everyone on the team. It’s important for everyone to be on the same page. There’s just too much at stake right now to leave customer perceptions to chance. So, here’s something to think about: What are three things we want our customers to say or feel about their experience with us? What has to happen for them to say those three things? 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.

BUILD THE OF THE Quest Fellowship

Leaders don’t achieve anything. Whenever I read that an NFL or NBA head coach won a championship, I just smile. No NFL or NBA coach could actually play in a game during the season. They would get run over on the field or on the court. The players won the championship game. The head coach influenced the other coaches and the players to produce a performance that won the championship.

by DAN COUGHLIN

I think the Rev. Dr. Martin Luther King Jr., Mohandas Gandhi and Mother Teresa are three of the all-time great leaders in history. None of them achieved anything. What they did was influence literally millions of people to sit in, stand up, march, boycott, pour soup and wake up millions of other people to try to solve massive societal problems. Those people who were influenced changed history.

Leaders Build the Fellowship of the Quest

When I was 12 years old, I read the three-book series called, “The Lord of the Rings.” Now 44 years later, I just finished re-reading “The Fellowship of the Ring,” which is the first book in the series. This is the story of a group of people who worked together on a long and dangerous quest to destroy an all-powerful and dangerous ring to keep it out of the hands of the enemy. Frodo Baggins by himself could not travel across the country, deal with goblins and orcs and other such monsters, and destroy the ring. He needed a fellowship.

Mother Teresa needed other people to set up soup kitchens around the world to feed the poor.

King and Gandhi needed other people to protest in a nonviolent way to change the world.

You need a fellowship to fulfill the meaningful purpose and achieve the important goals of your quest. You will not do it by yourself. Let me repeat that: You will not do it by yourself.

Nurture Relationships

I’m not saying you should go party with your employees. Actually, I’m encouraging you to not party with your employees. Those folks do need time to party together, but that’s separate from you.

What I am encouraging you to do is to nurture relationships. Get to know each of them on an individual basis. Get to know them on a group basis. Understand what they are thinking and feeling, and then respond appropriately. Understand the nuances of the individuals, and the nuances that are created by the group. That is empathy, and it is critically important.

What’s the Secret to Nurturing Relationships With the People in Your Fellowship?

Time.

Time is the secret.

Invest time with people. Listen to them. Turn off your cellphone and really listen to them. Work to know them and understand them. Talk about what is important to them. And then talk about the quest, the purpose of the group, the goals the group is trying to achieve and the journey it will take to get there.

Conclusion

Relationships. Focus. Effort. Communication. Sacrifice. This is not new news. It is the age-old journey that all leaders go on. It is NOT you by yourself. It is you in fellowship with other committed people to fulfill a purpose. You don’t achieve anything. You influence people to work toward the fulfillment of that purpose and the realization of the fellowship’s goals. 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.

Stumbling Into Proficiency: 3 Ways Mistakes Can Improve Your Productivity Four

Experience sets veteran workers apart from novices and is a large part of what makes them attractive and important to any organization. Most veterans aren’t necessarily smarter than their younger colleagues or more talented. They have much more experience, wisdom and better connections. More significantly, veteran workers know what they’re supposed to do, how to do it and have done it so many times it’s become ingrained habit. But here’s their real advantage: Veterans not only know what to do – they also know what not to do and when not to do it.

As a new employee, you may learn how to avoid pitfalls if you have excellent documentation to work with or, better, a mentor to show you the ropes. But most of us learn the boundaries of our functions and our jobs best by, well, screwing up. Most schools don’t teach this aspect of business well, except through their tests. Rarely do you see courses like The Greatest Mistakes in Business History or Things Never to Code in LISP in formal curricula, much less How to Learn by Failing.

I’d argue that occasional mistakes, when taken to heart, hone your productivity to its keenest possible edge. Here’s why:

1Mistakes close off nonproductive paths. Legend has it that Thomas Edison tried thousands of possibilities before he invented effective, long-lasting light bulbs. When asked about it, he declared he had not suffered thousands of failures, he had just found a lot of ways that didn’t work. Every false trial taught him what not to do. The same happens whenever you make a mistake; you learn what not to do in a particular situation, ultimately increasing your productivity over time.

by LAURA STACK

2Mistakes refine your routine. Work, like all of life, requires trial-and-error sometimes. Some things you try will work great; others will prove abject failures. Let go of the things that don’t work and keep trying new things until you’ve smoothed out your routine to something simple and consistently successful.

3

Mistakes teach you your limits. When you hit a wall and fail, or simply make a goofy error, ask yourself tough questions about what happened and why. If you’ve been stretching yourself to use a new statistics program you don’t entirely understand, and you utterly fail to get decent results, you’ve met a personal limit. It doesn’t have to be permanent; you can always take a class on using the program effectively or hire someone else. Some limits may prove inherent; if you disastrously fail to juggle your projects while working a 70-hour week, but do fine with a 45-hour week, you’d best pull back to the shorter workweek. 4

Mistakes often include seeds for future success. The old saying, “It’s an evil wind that blows no good,” encapsulates this concept. Even if an idea or attempt fails catastrophically, not only will you learn not to do it again (a worthwhile nugget of wisdom in itself), you can reflect upon it and see what parts did work and how you can put them to use for something else. For example, Silly Putty was originally invented as a substitute rubber during World War II, but the military passed on it because it wasn’t a good replacement. After realizing its stretchy and bouncy properties, the inventor marketed it as a children’s toy – and it became one of the bestselling products in history.

When It’s All a Mistake …

You can’t completely avoid making mistakes at work. Modern business life is just too difficult for that to be possible. While I’m not here to tell you to learn by deliberately failing, I am here to tell you to be willing to try and fail so you can learn from your accidental errors. You’ve heard the advice before: fail fast, fail forward.

Some of us are afraid to risk anything, for fear of losing a job or career. But let’s face it: Most work failures are “puppy” mistakes, really. Do you send a puppy to the pound just because it made a mess once or twice? No, you show it the error of its ways and let it try again. Eventually, it’ll catch on. The same is true of employees. Canny supervisors know you’re going to fail occasionally, not just early on but also later in your career.

So, when you make a mistake, learn from it. Take whatever bricks remain of your failure and start rebuilding something new. It may end up being your personal Taj Mahal. 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.

Occasional mistakes, when taken to heart, hone your productivity to its keenest possible edge.

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2021 Editorial Calendar

Call for Franchisee News

FLAME, Issue 1 is due out April 2021. We want to highlight any news or events associated with our members. If you have ideas for potential stories, please contact communications@nfabk.org or 678-797-5165 by Feb. 12. Our editorial staff can assist in writing the story for you.