At Franchise Assembly ‘s Let’s Grow! event last week, Paul Pickett (CDO, Wild Birds Unlimited, Inc. ) delivered something we don’t hear enough in franchising. After 36 years in franchise development, his message was simple:
Franchise development isn’t sales, it’s STEWARDSHIP. That framing matters because the decisions made in development ripple through operations, franchisee satisfaction, financial performance, and brand longevity. His keynote underscored that approving a franchisee isn’t just a transaction. It’s a decision that can shape a system for decades.
Here are the leadership lessons that stood out and what franchisors can actually do with them:
1. The Job Isn’t Selling, It’s Awarding.
Paul’s blunt takeaway- Stop selling. Start awarding. Selling focuses on persuasion. Awarding focuses on fit, responsibility, and long-term impact. When teams chase deals- the culture weakens, operations pays the price trying to support a franchisees that aren’t the right operators, and franchisee satisfaction drops.
When teams award- Franchisee/Franchisor alignment improves, expectations are clearer & retention and performance follow
What you can start doing tomorrow to make this shift:
- Change internal language from “closing” to “awarding”
- Add an alignment score to candidate evaluations (this can be based on profile tools like Zorakle)
- Include the operations team for input before approvals, they should have the final say
- Review past approvals quarterly for long-term outcomes
2. Advocate for the Right “No”
Growth pressure is real- especially today when deals are slowing down from lack of access to capital, the cost to borrow money, and the impact of political and economical chaos on decision making. Paul’s approach when leadership pushes: Use data to support the decision- profile tools, notes from the development process, bring operational team feedback, point to behavioral flags surfaced during discovery. This is not emotional advocacy, it’s risk management.
3. Speed Doesn’t Matter if the Economics Don’t Work
His advice to newer development professionals is to make sure the brand is royalty sufficient before worrying about speed. If the model doesn’t support franchisee profitability and sustainable support, growth will only accelerate problems in the model and system.
What your team can start doing- validate franchisee profit margins annually, align development targets with economic reality, and integrate FDD performance metrics into development planning. Growth amplifies strengths and weaknesses, so spend to strengthen the system before pushing dollars to aggressive growth.
4. Transparency and Integrity Builds Relationships and Deals
For leaders deep into their careers, Paul’s answer was clear- Protect your reputation and integrity. Because in franchising, your reputation travels faster than your résumé. Long-term influence doesn’t come from deal volume, it comes from trust.
Protect your legacy by declining short-term wins that compromise standards. Build trust with franchise buyers and stay connected to them after the sale. Mentor rising development leaders on your team and document principles that guide your approvals to instill a culture of integrity that lasts longer than your time with the brand. Legacy isn’t built in transactions. It’s built in choices.
5. Culture Is a Competitive Advantage
Paul reinforced something we see constantly in Franchise Business Review data- franchisees rarely join for the Item 19 alone. They join because they believe in the people and culture behind the brand. Your development process is the first expression of that culture. Culture isn’t something you communicate to franchise buyers- they have to experience. Audit the way your team takes the candidate through their discovery process- how aligned are your departments with the executive team? Include franchisees early in validation conversations,
6. Measure Success Differently
One of Paul’s most grounded points was around franchise development success isn’t the number of deals done, or even franchise fees. It’s longevity of the brand, engagement of franchisees in moving the brand forward. It’s retention and success of the franchisees in the system. It’s 45 years in business with no litigation in the FDD.
In other words… outcomes that FBR research consistently links to stronger systems.
After four decades in the profession, Paul didn’t talk about scale, marketing tools, or technology advantages. He talked about responsibility. Because franchise development professionals sit at the front door of every brand’s future. They shape culture, system health, franchisee outcomes, and long-term reputation. And the impact of those decisions outlasts every quarter’s numbers.
That’s not sales, that’s leading with heart, and it’s not mushy. It’s smart business. It reduces risk, improves alignment, and builds franchise systems that actually perform over time.