Mindset matters: how multi-unit managers can transform results
As a multi-unit manager, you've likely experienced this frustrating cycle; despite your best efforts, some locations consistently underperform while others thrive.
You implement new processes, send clearer communications, even replace team members, yet the same problems persist. The issue might not be the things you're doing, but how you're seeing them.
In this article, I’d like to draw on the amazing work of Stephen R Covey. The SEE–DO–GET model from his book, The 7 Habits of Highly Effective People. Now shockingly in its 30th anniversary edition, but just as relevant today. It offers a powerful framework for breaking these cycles and creating lasting change across your sites.
SEE – How you perceive your operations
Your mindset as a multi-unit manager shapes everything. Consider these common perceptions:
When we have a firm belief that things are a certain way, we constantly scan for proof that backs up our belief.
Mindset is everything.
These assumptions feel true because they're based on your experience. But they're actually paradigms; mental frameworks that filter what you notice and how you interpret events.
DO – What you choose based on your perspective
When you see your team as resistant to change, you act in line with what you see. You might:
If you view certain locations as problem sites, you might visit them more frequently with a critical eye or implement additional controls and procedures. Your communication may convey a tone of frustration or disappointment. Or you may allocate fewer resources for improvement initiatives. These actions feel completely justified given your perspective.
GET – The results that reinforce your beliefs
Predictably, these approaches often produce:
These results then confirm your original beliefs: "See? I told you they couldn't handle change."
The multi-unit manager who sees difficult customers will train their team to defend. The manager who sees unmet expectations will train their team to delight.
Breaking the cycle
So how do we change this for better outcomes?
1. Shift your SEE: Instead of "My team resists change," try "My team needs to understand the why behind changes and have input into the how."
2. Change your DO: This can be actions such as:
- Involving location managers in solution development
- Sharing customer feedback and business rationale behind initiatives
- Swapping "Why isn't this working?" with "What would make this work better at your location?"
- Celebrating small wins and progress, not just perfect execution.
3. Transform your GET: this type of thinking is a circuit breaker that can yield some great results, including:
- Increased buy-in and ownership from location teams
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- Creative solutions that work across different market conditions
- Managers who proactively identify and solve problems
- Sustainable performance improvements.
The paradigm shift across every shift
Early in my career as a district manager, I saw how this model worked brilliantly and how applying it had an astonishing result!
I had a store manager named Richard who consistently struggled with inventory management, appearing disinterested and making repeated errors. He just didn’t seem to care about this critical aspect of his role. Here was my initial take:
My SEE: Richard is disengaged and careless.
My DO: arrange formal disciplinary proceedings.
What I expected to GET: a clear message sent about standards and the beginning of the end for Richard’s employment with us.
However, when I explained the purpose of our meeting, something startling happened. Richard broke down, revealing he was dyslexic and found the numerical reports incomprehensible. Everything shifted. The new paradigm transformed my mindset:
The new SEE: Richard was overwhelmed and unsupported, rather than careless.
The new DO: we developed alternative reporting methods and targeted support instead of discipline.
The remarkable GET: Richard became the go-to expert for inventory management, mentoring new managers and solving complex problems.
My experience shows how assumptions act as powerful filters. The same performance issue viewed through different lenses led to completely different actions and outcomes, transforming my approach and Richard’s potential.
If you would like to know more about my deeper learning as a leader, you can read the full story HERE.
You can’t expect your way to excellence. You have to change perspective and inspire your way there!
Putting it into practice
Here’s a quick exercise you can you right now! Identify one persistent challenge across your locations. Before implementing another solution, ask yourself: "What am I seeing that's driving my current approach?"
Challenge that assumption.
What if the opposite were true? What would you do differently?
As Covey reminds us: "If you want small changes, work on your behaviour. If you want quantum-leap change, work on your paradigms."
The most effective multi-unit managers don't just manage locations; they manage their own mindset first.
Further resources:
Read The 7 Habits of Highly Effective People by Stephen R Covey
We use this model in our 12-month public programme, The Leader of Managers.
Why you need to challenge your assumptions - HERE
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