Scott Greenberg

Every business is in the hospitality business—because customers don't just remember what you did, they remember how you made them feel.

How I ran a top-performing franchise while traveling as a full-time speaker — using smart systems, strong leadership and a lot of trust.

Most businesses are busy scaling. Few are making people feel anything. That's your edge.

Are you struggling to hold employees accountable without creating conflict? This guide will show you how to confront underperformance with confidence, ensuring clear expectations, productive conversations and a stronger, more accountable team.

Knowing your leadership style, and whether it suits the work you're doing and the team you have, is the first step in living up to your leadership potential.

As a manager, you don't want to just hire good people. You want them to stay.

Respect at work doesn't automatically come with a fancy job title, according to the new book, "Stop the Shift Show."

The new book, "Stop the Shift Show," breaks down the qualities of those who really know how to get the best out of employees.

The new book, "Stop the Shift Show," shows you how to identify your management style and use your strengths to get the best out of your team.

Nearly two decades of observing the franchise industry has helped me identify a formula that informs how successful a franchisee will be.

Wealthy franchisees run their business. Business doesn't run them.

Being wealthy isn't solely about having a lot of money — it's about having a quality of life that affords you time to do the things that matter most to you.

Many franchisees don't appreciate the potential social impact of their business, and how that impact can actually make them more money.

Wealthy franchisees carefully consider what they want their business to achieve beyond profitability.

Giving employees more money doesn't necessarily motivate them in the way you think it would. Human motivation is complicated.

Relationships of any kind are volatile and a franchise is a powder keg — a long-distance relationship with financial ties.

Understanding the sometimes tense dynamics between franchisees and franchisors will help you navigate the relationship in good times and bad.

Wealthy franchisees hire for "attitude" and train for "aptitude."

Positive feelings and healthy attitudes influence our habits, determining not just what we do but also how we do it.

Wealthy franchisees understand that you can't grow your business if your team isn't flourishing.

More than advertising and promotions, great customer service is the single most impactful factor to drive more business.

Creating a hiring matrix will allow you to make hiring decisions based on facts rather than gut feelings.

Wealthy franchisees understand the importance of involvement in every aspect of their business, from marketing to operations and employee management, that's why many use this method.

When it comes to change, we need to lean in. As risky as change might be, not changing is deadly.

The need to be right all the time closes your mind to new ideas and constructive criticism and deprives you of empathy for employees and customers.

Overcome insecurity by focusing on your mind, body, and environment.

Dig deeper when your inner heckler starts whispering in your ear and you might find fact-backed solutions to the problems that are spiking your emotions.

Our mental heckler uses negativity to protect us from failure and disappointment. Here's how to flip the script and turn it into a motivator.

You're not the only one with an "inner heckler" trying to shut down progress. Here's how to make sense of those negative thoughts.

Make sure your expectations for support from the franchisor don't exceed the scope of what's in the franchise agreement.