Lessons in Corporate Leadership: 4 Things I Learned from a Princeton-Based McDonald’s Franchisee

Last week’s Democratic National Convention left me feeling hopeful and re-energized. I’ve been with Kamala Harris since the announcement, and for the record, I stood with Joe Biden. Now knowing Kamala worked at McDonald’s in the 80s, I have a new appreciation for her, because she had to learn early the importance of clear communication and teamwork. Doing so with the world’s largest and most successful fast-food chain leaves its mark, and for me, it set some standards.

My time at McDonald’s taught me a lot about leadership, and a Princeton-based franchisee demonstrated for me what it looks like when corporations strive for efficiency, and how leaders motivate their teams. 

 Leadership Lesson #1:

Successful Implementation of Corporate Strategies Requires Transparency Along with Efficient and Effective Communications

I started working at Mickey D’s during high school and continued through my first year at community college (early 90s). From the beginning I understood that communication was critical, hearing the cashiers shout their orders to the kitchen and the kitchen shouting back in acknowledgment. The registers and ordering system were up-to-date for the times, so the features and capabilities were limited by today’s standards. Having a common language and a clear understanding of each team member’s role and responsibilities was necessary for effective coordination.

Everyone was clear on the metrics that mattered most to Corporate, and it impacted most decision-making. We understood the term “labor is high”, which meant, someone’s shift was going to likely end early if orders didn’t pick up to justify the number of people currently on the clock. Since it was understood and regularly communicated, it was clear that when labor was high, and if you wanted to stay on the clock, you were assigned to another job. Manager’s understood when employees needed a “full check”, but work had to be done if they had to justify the labor costs during an off-peak period. I didn’t do bathrooms, so that became a job assignment that would surely get me to say goodbye for the day. The expectations, bonus potential, performance metrics, etc., were clear, which allowed teams to focus on their work. The transparency supported a healthy work culture, allowing store and shift managers to focus on the people, production, and sales. Day-to-day business communication was usually unemotional, because our targets and goals were clear and pivots usually made business sense.

Leadership Lesson #2:

Fast-paced Environments Require Solid Teams

My McDonald’s experience provided a solid foundation for understanding teamwork and operational flow. Learning these skills without the aid of modern technology taught me the importance of connecting with your team and building trust. People were trusted to do the job they were assigned, and with everyone’s work being so intertwined, issues were usually easy to identify and resolve. Challenges happen, especially in fast-paced environments, so they were expected. Team members were empowered and encouraged to take ownership of an issue, and management could be pulled in quickly for support. Management was empowered, and at the same time, was expected to manage the customer relations and the employee relations, well. The technology of the 90s did not provide on-demand access to know whether or not your sales were on target for the day, or shift, so people had to end the day feeling some satisfaction about the work that they did to support their team. Despite being a numbers-driven environment, it rarely felt that way, largely thanks to the management and the Franchisee.

Leadership Lesson #3:

It’s Important to Stay Connected with Your Front-line and to Help Them In the Ways that Matter

The Princeton-based Franchisee demonstrated for me that if you expect people to grow your business, you must invest in them and show them that success is not out of reach.

The McDonald’s owner where I worked was a notable figure in Princeton, NJ, recognized as one of the most successful franchisees in the region. I was at his store in Burlington City, New Jersey, and he visited often. Not to disrupt – he worked at any station that had space or could use additional support. He was approachable, and offered impressive perks like leased new vehicles for his managers. His locations participated in a work-release program, giving me the chance to work with incarcerated individuals whom I got to know and care for. I paid special attention to how he interacted with the work-release staff, and he was the same with them as everyone else. The Franchisee’s presence at the store, working alongside people from various backgrounds and different socio-economic levels, left a lasting impression on me.

Leadership Lesson #4:

The Working Class Matters

Those Golden Arches have supported many, as we now know 1 in 8 Americans have worked there. In 2024, I’m pleased to see that McDonald’s continues to offer educational support to their employees. I’m curious to know how many franchisees still provide such generous benefits and if they continue to support re-entry programs. I’ll do some digging, and report back on that later. 😉 

I hope you are having a McFabulous Day, and please share any lessons in leadership you gained working in the fast-food industry. Just keep it PG, kind, and compassionate, please and thank you. 🙂

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