The happy hustle: Prioritising mental health in franchising

Jen Chapman is leading the push to prioritise mental health in franchising. WF spoke with her about her nationwide survey, which aims to break the silence on mental health and showcase how positive wellbeing drives business success

Happiness isn’t just a perk of a job – it’s the backbone of any thriving business. That’s something Jen Chapman, founder of Cinder (which provides bespoke and tailored mental fitness training to franchise support teams and their franchisee networks), understands deeply.

During her time at the BFA (British Franchise Association), where she supported franchisees and franchisors through the challenges of the Covid-19 lockdowns, she noticed that many were struggling with their own mental health and that of those around them but didn’t know how to access the right support. Those conversations inspired her to launch Cinder in 2021, with a mission to make mental health support as common as marketing and sales training.

Now, Jen is taking that mission a step further with a nationwide survey designed to improve support around mental health in franchising. Using real data, Jen aims to reveal just how much mental wellbeing impacts business performance and to spark open conversations across the industry. The goal is simple: to make mental wellbeing support a priority in franchising, so happiness isn’t just part of the pitch – it’s part of the plan.

What inspired you to launch the Cinder survey, and what do you hope to uncover?

Jen Chapman: I guess to fully explain why I wanted to launch this survey, it’s important to understand the motivation for launching Cinder back in 2021. It all started during the Covid-19 lockdown when I was working at the British Franchise Association (BFA).

I found myself having organic conversations with both franchisors and franchisees about their concerns around mental health – not only for their own wellbeing, but also for that of those around them. Many were unsure of how to go about helping others who were struggling – what language to use, what resources to offer, and what actions to put in place.

I wanted to do something to help, both in my capacity as a franchise specialist and by drawing from my own experiences and journey. I essentially launched Cinder to offer mental health first aid support to an industry that I’m very proud to have been part of for over 10 years.

The main goal of this survey is to pull together qualifiable data that will legitimise the need for mental health support across our industry. By gathering real data, we can identify the areas where support is most needed and then start those meaningful conversations necessary to drive change.

Why is mental health sometimes overlooked in franchising, despite its impact on business performance?

Having worked with some of the biggest brands in franchising, I’ve seen firsthand just how common mental health challenges are for people operating in this industry.

For far too long, mental health has been dismissed as a ‘soft’ issue, leading to a culture where struggles are sometimes downplayed, overlooked or even ignored altogether. It doesn’t get the attention it deserves, yet it has a real, measurable impact on business performance.

The survey aims to expose some of the biggest barriers stopping both franchisees and franchisors from speaking more openly about their mental health concerns. Franchisees carry so much on their shoulders. Many have invested their life savings into their business and, for some, it’s their ‘last chance’ after redundancy. That kind of pressure can feel overwhelming, especially when the reality of running a franchise doesn’t immediately match the promise of work-life balance.

Likewise, franchisors face the complex challenge of balancing multiple responsibilities. Not only do they provide ongoing support to their entire network of franchisees, but they must also focus on expanding their own business, while looking after their own mental health.

Juggling these demands can feel overwhelming, causing many franchisors to neglect their own mental health needs altogether. It’s that ‘burying your head in the sand’ mentality that is so prevalent in business ownership – sadly I see it all too often.

“Leaders are often focused on sales and marketing, which is understandable, but if someone is anxious, burnt out or lacking in confidence, even the best training won’t make them perform as well as they can in these areas”

You mentioned that franchisees can feel isolated despite operational support. How can franchisors address this?

Leaders are often focused on sales and marketing, which is understandable, but if someone is anxious, burnt out or lacking in confidence, even the best training won’t make them perform as well as they can in these areas. They need to first be well and thriving as individuals for high performance to follow.

Mental wellbeing is such a unique area, so I really believe there isn’t a one-size-fits-all solution. It’s more about giving everyone – whether they be a franchisee or franchisor – the tools and knowledge to support themselves in a way that works for them.

There’s also a huge disparity when it comes to first aid. Brands are quick to provide physical first aid training, but mental health first aid often gets overlooked. If someone’s struggling mentally, they need support just like they would for a physical injury. This needs to be seen as a necessity, not just a bonus.

What are some of the unique mental health challenges faced by franchisees?

Franchising is often sold as ‘being in business for yourself, but not by yourself’. While that’s true in many ways, the day-to-day reality can feel incredibly lonely for some. Despite the operational support offered by franchisors, many franchisees work long hours, make big decisions alone, and have limited immediate support. That isolation takes its toll.

Within a franchise network, it’s incredibly easy for comparison to kick in, and with that comes negative thoughts – including self-doubt and poor self-confidence, both of which are hugely impactful to a business owner’s success.

How does workplace happiness impact customer experience?

The impact on the customer varies across different sectors, but in the care sector, for example, the client’s satisfaction of their care is most impacted by the stress and satisfaction levels of the care co-ordinator. This is a perfect example of the ripple effect that poor mental health can have throughout businesses.

If you consider how much mental struggles can impact someone’s thoughts, feelings, behaviours, physical health and presence and performance at work, it’s impossible to deny a direct correlation between mental health and business health.

How do recruitment challenges impact mental health in franchising?

Poor mental health is thought to cost the UK economy over £100 billion outside of the NHS, with over 300,000 people leaving their roles each year citing poor mental health . Losing, recruiting and training staff cost businesses money, time, experience, knowledge and performance. Key considerations for any business are retention and peak performance, both of which are driven by ensuring that your workforce is thriving.

We know that investing in mental health at work increases productivity while leading to decreased rates of work-related stress, increased employee engagement and satisfaction, and reduced costs associated with absenteeism and presenteeism.

WHY IT MATTERS

These key workplace mental health statistics highlight the challenges employees face and the opportunities for organisations to foster positive mental health

• 1 in 4 people experience a mental health problem of some kind each year in England alone.
• 41% of employees cite financial pressure as their top external stressor
• 45% feel uncomfortable discussing mental health concerns with their manager
• 177,000 of people behind these statistics are currently employed in franchising

What signs should leaders look out for?

Franchisees not re-signing after their term – or even walking away mid-contract – often stems from feelings of burnout, anxiety, and overwhelm. When the pressure becomes too much, they may reach a point where they simply can’t continue.

To prevent this scenario, franchisors should approach signs of disengagement, poor performance, and dissatisfaction with empathy. If your franchisees or employees start to withdraw from activities, show less initiative, or resist change, it might signal that they feel overwhelmed or undervalued. Similarly, frequent absences or a steady decline in productivity and work quality can point to deeper challenges affecting their wellbeing. Addressing these issues early with supportive check-ins and open communication can help build a more engaged and resilient workforce or franchise network.

What practical steps can franchises take to improve workplace wellbeing?

Franchisors play a pivotal role by setting the right tone and providing resources as well as opportunities for open conversations that prioritise mental wellbeing across the network. They can offer training on stress management, provide access to external support or wellness programmes, and create policies that promote work-life balance.

Leading by example is one of the most effective ways to begin. Regular, sincere check-ins and open opportunities to talk often play an essential role. Above all, the most impactful thing a franchise brand can do is to show a consistent, genuine care for the mental wellbeing of its people.

BENEFITS OF MENTAL FITNESS TRAINING

• Higher staff-retention rates
• Lower long-term staffing costs
• Better morale/team work
• Increased ability to meet deadlines and maintain workload
• Lower stress levels and higher resilience
• Fewer absences and presenteeism
• Stronger forward-thinking focus, goal orientation
• Enhanced creative thinking

How do initiatives like National Franchise Wellbeing Week help?

Initiatives like this are really shaking things up for mental health in franchising. They create an open, positive space where people can share ideas, swap tips, and talk openly about what really matters. By putting mental wellbeing in the spotlight, these events help break down old stigmas and inspire everyone to invest in better support and care. More than just a one-time event, they’re sparking ongoing conversations that are making the industry a kinder, healthier place to be.

What’s the single most important thing we can do today to create a healthier workplace?

Ultimately, it’s about showing your team that their overall wellbeing – both body and mind – really matters. When people are thriving, business performance will naturally follow suit. By leading with compassion and open, honest communication, you can more easily spot and solve challenges early.

Prevention and proactivity are always the best approach. Businesses should start treating mental health like physical safety. For example, they can add mental health first aid to their training – perhaps placing a mental health kit next to the usual first aid supplies, ready for when someone feels stressed or overwhelmed.

Jen Chapman is founder of Cinder and a Mental Health First Aid Trainer through MHFA England.

You can take part in the Cinder survey here. The survey closes on 30 April 2025 and the results will be published during the first National Franchise Wellbeing Week, powered by Cinder and the British Franchise Association, which runs from 16 June 2025.