As a franchise network grows, it is common for a divide to develop between head office and franchisees. This is often described as the “them and us” dynamic, where franchisors and franchisees begin to see themselves as separate sides rather than part of the same business. In the UK franchise sector, this divide can quickly damage trust, performance, and long-term growth if it is not addressed early.

Understanding Where the Divide Comes From

The “them and us” dynamic usually develops through miscommunication, lack of visibility, or unmet expectations. Franchisees may feel that head office does not understand the realities of running a local business, while franchisors may feel frustrated when franchisees do not follow systems or deliver consistent results.

In many UK franchises, this divide is not caused by conflict but by distance, growth, and assumptions. Recognising that the issue is often unintentional is the first step towards fixing it.

Creating a Shared Sense of Purpose

One of the most effective ways to overcome division is to reinforce a shared purpose. Franchisees need to understand that head office decisions are made to protect the brand and support the entire network, not to control or restrict them.

Clear communication around goals, values, and long-term vision helps align everyone. When franchisees see how their individual success contributes to national growth, the relationship shifts from opposition to partnership.

Improving Communication and Transparency

Poor communication is one of the main drivers of the “them and us” mindset. Franchisees may feel left in the dark about decisions, while franchisors may assume information is being understood when it is not.

In the UK market, open and transparent communication is highly valued. Regular updates, clear explanations for changes, and honest discussions about challenges help build trust. Listening is just as important as speaking, and franchisees should feel their feedback is genuinely considered.

Involving Franchisees in Decision-Making

While franchisors must retain control over the brand, involving franchisees in certain decisions can significantly reduce division. This could include seeking feedback on new initiatives, pilot programmes, or marketing campaigns before national rollout.

Franchisee forums or advisory groups give franchisees a voice and demonstrate respect for their experience. When franchisees feel heard, they are more likely to support decisions, even when changes are challenging.

Aligning Support With Real-World Needs

A common frustration among franchisees is feeling that head office support does not reflect real operational challenges. Reviewing whether support systems are practical and relevant is essential.

In the UK, where local market conditions can vary widely, flexibility within the framework can help. Tailored support, regular check-ins, and hands-on guidance show franchisees that head office is invested in their success, not just compliance.

Recognising and Celebrating Success Across the Network

Recognition plays a powerful role in building unity. Celebrating franchisee achievements, whether through awards, case studies, or internal communications, helps reinforce a sense of belonging.

When success stories are shared across the network, it highlights that everyone is working towards the same outcomes. This shifts the narrative from separation to shared achievement.

Building Relationships, Not Just Systems

Strong franchise networks are built on relationships as much as systems. Taking time to build personal connections through meetings, events, and site visits helps humanise head office and reduce perceptions of distance.

In the UK franchise community, trust and relationships often underpin long-term success. When franchisors and franchisees know each other as people, not just roles, collaboration becomes easier.

Conclusion

Overcoming the “them and us” dynamic in a franchise network requires intention, empathy, and consistent effort. By improving communication, aligning goals, involving franchisees, and strengthening relationships, UK franchisors can create a more unified and motivated network. When everyone feels part of the same team, performance improves and the franchise is better positioned for sustainable growth.