>> [Background Music] Before I started Camp Bow Wow I had the business plan written but a lot of folks said that's a crazy idea, it'll never work and I was still very entrepreneurial so I wanted to try some other businesses and those didn't work out so well I think because the passion was missing and I really wasn't completely devoted to the concepts. Hi, I'm Heidi Ganahl, CEO and founder of Camp Bow Wow. But I learned so much in starting those 2 other companies that I don't know that I would've been successful with Camp Bow Wow if I hadn't done that.

>> Hi, I'm Sue. I'm the owner of Camp Bow Wow in Boulder, Colorado. Her passion for this business just comes out all over the place so that's definitely contagious and was something that got me excited about doing this.

>> When you get 200 people that have all these creative, cool ideas even though they know they bought into a franchise they still want to tap into that creativity and add their own bent to the business. I found that the best way to get people committed to a vision and following through and executing on that vision is to have an open door policy and let people communicate their ideas and be part of the growth and the execution out there of the brand and if you do that you'll come up with some amazing things that you wouldn't have if you weren't open to involving your team and your franchisees and their staff. But what Americans love and what the great thing about franchising is is consistency and keeping everything the same no matter which location you go into. So you've got to balance that every day and at the end of the day it's really just all about the animals and making sure that they're healthy and happy and safe and the leadership style just follows from that.

>> She's constantly striving to be the very best in this industry. I think Heidi is an incredible example of both humility and authenticity. I mean, she is very down to Earth so I don't think she brings a lot of ego to the table. She knows what she has to offer and is confident with it but doesn't take it beyond there.

>> One of the aspects of leadership that doesn't come as naturally to me is defining, there's a line between friends and family and business. I have a lot of family and friends in the business and I've built friendships with a lot of the folks that have joined our franchise system and it's very difficult to hold those folks accountable and I'm very visionary, I'm very goal oriented and I have pretty lofty aspirations for the brand and the company and so for folks to meet those they have to meet certain milestones along the way and in order to do that you have to be very focused and not measuring what you're managing.

>> Well, I think we've had a pretty unique relationship with Heidi because she did own this camp before I bought it. So we definitely did go through a transitional period, I think. We both kind of had to find our way through that and figure out how much space to give each other.

>> And we shared a lot of ideas and a lot of experiences as she went through that initial stage of getting the camp to where she wanted it to be rather than what corporate wanted it to be. Soon I had to really work at negotiating a relationship around that and negotiating what was best for her versus what was best for us when we were running the camp.

>> In the midst of that, her leadership skills, I thought, were great in terms of focusing on the right things, being pretty clear with me about expectations and being open to letting go of some of that, too, as I got my feet underneath me and I got more solid with how I was running the camp that she was able to back off and give me that latitude.

Heidi expresses concern in the video that when employees are also friends, holding them accountable for performance "doesn’t come as naturally" to her. She asks you, "Does my focus on relationship have any advantages, or should I learn to stifle it?" You respond that relations-oriented behavior: Check all that apply.

A. Allows a leader to naturally and readily show appreciation for work well done, which is a valuable reward for many employees
B. Helps employees develop their capabilities so they can contribute more to the organization
C. Increases subordinates’ self-confidence and job satisfaction
D. Leads to clear roles and expectations for performance, which in turn leads to greater coordination of effort