Craig McIntosh

Ron, I appreciate your perspective, but the reality of income disparity within the franchised and broader workforce sectors is backed by substantial data. For instance, companies like Walmart and McDonald's are among the largest employers of workers who rely on federal assistance programs, despite working full-time. This disparity highlights systemic issues that go beyond simple recognition and morale-boosting. I’ve put together a more detailed breakdown of the data and the broader implications on my LinkedIn page, which you can check out so that we can create a suitably lengthed debate.

This statement makes me cringe. Having been deeply involved with franchises—running them, consulting for them, and building them from concept—I've seen firsthand that pats on the back are great, but they don't pay the bills. The reality is that 90% of the workforce struggles check to check, while the top 10% make way more than they deserve. It's about gaps of disparity and fairness. Ask almost any franchisee to show their books and compare them to the franchisor’s books, and you'll see the stark differences. Recognition, great, but it doesn't solve pay bills. Insist that no franchisee or employee should witness a gap of disparity greater than 10X, make the system transparent, spread opportunities equally, then give your team a high five.

While this sounds commendable, it glosses over the real issue: the gap of disparity. If you want to show commitment to your team's growth, start by addressing the inequities within your franchise. Reveal the multiple of earnings from top to bottom, and transparently show what's being earned by each role and reinvested into the team. The largest companies in America avoid paying taxes, with earning gaps hundreds to one. Companies like Walmart and McDonald's have many frontline workers on food stamps. Genuine development isn't just about training; it's about ensuring fair, equitable opportunities, and transparent reinvestment. Real leadership means closing these gaps and creating a sustainable, supportive environment for every team member.

Again, sounds like it came from antiquated Yale textbooks, but it's just another corporate platitude. Real communication goes beyond just stating goals; it requires genuine engagement with each team member, understanding their individual purpose and passions, and aligning those with the mission. Too often, these statements are about pushing a top-down agenda without truly listening or knowing the team. Instead of just communicating goals, how about fostering a culture where goals are co-created and transparent, where every team member sees their unique contributions are equally valued and voices heard? The focus should be on building a community where the team's diverse talents are recognized and integrated into the larger mission.

On the surface I agree. While this sounds great, it's deeply individualistic and self-centered. Each of us is unique, each of the companies needs are also unique and it's up to the company to set flexible boundaries and recognize that everyone contributes in their own way. The franchise culture should foster this diversity through its hiring process and make itself approachable. Not everyone can or should mimic the unhealthy, work-obsessed patterns of a boss, leading to personal crises and disconnection from what truly matters. Instead of sterilizing and assimilating the team, franchises should identify their gaps and hire those who can fill them effectively, creating a more balanced, inclusive, and genuinely successful work environment.

Traditional hierarchical structures expecting trust is over. People have been undervalued and have had their trust exploited for too long. The only way to foster genuine trust is through decentralized systems where power and decision-making are distributed, ensuring transparency / accountability. Contracts fail to protect individuals, legal protections protects who can afford it, smart contracts are the future. Trust isn't built on lofty antiquated promises but through consistent, transparent actions that demonstrate genuine respect for each team member's contributions. If we want to build real trust, we must move beyond superficial gestures and implement systemic changes that prioritize equity, fairness, and the redistribution of power.