Strong Managers Help MassageLuXe Franchisee Run Multiple Units
You’re a critical care doctor. How did you get into MassageLuXe?
I’ve experienced it myself. I hurt my back and went in and the relief was immediate. The model allows people to come in monthly or roll over. Once they’re in the flow of coming in regularly they really do get the benefits of massage. It’s really cool to create that type of environment. We are health and wellness, that’s what MassageLuXe is. It’s not just a fluff service—we provide a service that really will improve the life of our guests. And the managers are into it, they buy into it and they know it’s not just a clock-in, clock-out kind of job—we’re helping people.
Those managers handle a lot of the operation, which is hard for many franchisees. How do you do it?
They understand the approach that we’re taking and that I make sure that they have the training and make sure to set really clear monthly goals for them. Within each goal there is a bonus and a bonus tier so they know, ‘I need to reach this number to make this much more.’ That goes all the way to the front desk.
They know that the product is directly related to how much they earn. That’s one part of what allows me to psychologically separate; I know that their motivation has a direction and it’s to make sure the business is successful.
And we have a culture of faith. I’m not checking up on them routinely or watching the cameras. I’m not micromanaging them. That allows them to step outside the box and innovate because they know their success is their own—it’s like they have a stake of ownership, they care.
How do you get to that level of trust?
The answer is the same psychosocially and operationally. I manage because I have a really good relationship with my managers at each location. We’ve grown mostly internally, most of our management has been promotion from within. When we hired from outside it has not been a good move.