When we talk about the success of high-performing franchisees, it’s easy to focus on what we can measure: revenue growth, compliance scores, and local marketing results. But what about the skills that are harder to see, the human qualities that help franchisees navigate daily challenges, keep their teams engaged, and build long-lasting trust with their franchisor? This is where Emotional Intelligence (EI) comes in. And it’s one of the most overlooked drivers of franchisee success. EI sets top-performing franchisees apart
Emotional Intelligence is our ability to recognise, understand, and manage our own emotions. And to recognise and influence the emotions of others. Daniel Goleman, the psychologist who popularised Emotional Intelligence, breaks it down into five core elements: self-awareness, self-regulation, motivation, empathy, and social skills.
Unlike IQ, which remains relatively fixed throughout our life, Emotional Intelligence can grow with practice. This is powerful news for franchisees and for franchisors because EI sets top-performing franchisees apart. Training and developemnt focussed in this importanta area ensures these skills become stronger, franchisees become more resilient, adaptable, and influential in their local business.
Goleman’s research with the Hay Group found that nearly 90% of top performers in organisations have high levels of Emotional Intelligence. It accounts for up to two-thirds of the difference between average and outstanding performance in leadership roles.
For franchisees, this research translates into practical reality. Those who bring strong self-awareness and empathy into their everyday work tend to handle stress more effectively, build better teams, and turn difficult customer interactions into opportunities for loyalty.
Studies in the Journal of Small Business Management and Leadership & Organization Development Journal echo this, showing that emotionally intelligent leaders inspire discretionary effort — that extra mile people choose to give when they feel understood and valued.
Top-performing franchisees know that success isn’t just about following the manual. It’s about building trust with customers, managing staff with empathy, and having the confidence to communicate openly with their franchisor even when conversations get tough.This is another indication of how EI sets top-performing franchisees apart
When a franchisee hits a rough patch, whether that’s poor sales, staffing headaches, or local market shifts, it’s their Emotional Intelligence that keeps them grounded. Instead of reacting defensively or avoiding the problem, they’re more likely to pause, reflect, and ask for support. They see feedback as a tool for growth, not a threat.
The good news? Emotional Intelligence can be strengthened over time. Franchisors and support managers have a crucial role to play here:
✅ Encourage self-awareness through open conversations and honest feedback.
✅ Create a psychologically safe environment where franchisees feel comfortable sharing challenges early.
✅ Coach franchisees to listen for the ‘unsaid’ – to spot when a customer or team member needs more than just a transactional response.
✅ Share simple EI tools they can use to handle difficult conversations with their own staff.
Bringing top performing franchisees together to discuss their business growth within powerfully facilitated peer groups helps with building emotional intelligence. In these structures franchisees feel they can strong meaningful conversations.
Franchising is, at its core, a people business. When franchisees develop stronger Emotional Intelligence, they build teams that stay longer. Customers trust them. They have relationships with their franchisor that can weather the inevitable bumps in the road. Its one of the critical skills franchise support professionals must have in order to help franchisees develop further.
For franchisors, investing in franchisee Emotional Intelligence isn’t just good practice ,it’s a smart growth strategy. Because when your people thrive, so does your network.
Tim Morris has more than 30 years’ experience managing and supporting franchise operations around the world. He has a success record of driving sales and profits and managing multi-site units. Tim has positively influenced individual franchise owners in franchise B2B and B2C environments. He has seen particular success supporting groups of high performing franchisees in peer group settings. He has managed teams developing and implementing sales and marketing strategies. With senior leadership experience, 80% growth in net profit has been achieved through motivation and development of teams. From assisting with the expansion of an international franchise brand to heading up the support functions of both national and international franchise systems, he has been instrumental in the growth of hundreds of franchisees.