Virginia K. and David E. Gordon The Wall Street Journal online

Everyone knows how much executives suffer emotionally after a job loss, but what about their spouses or life partners? When we intertwine our lives with another, we also interrelate our decision-making, behavior and general sense of well-being. Losing a job, therefore, causes both partners to feel a loss of security and predictability.

Job hunters, however, take steps to address their fears, by actively searching for new positions. And they often rely on their spouse's support to maintain their self-esteem. This leaves spouses balancing two burdens -- anxiety about the future and the need to support the job hunter.

Being in the cheering section but not in the game itself causes a unique sense of helplessness. While a job hunter's decisions and actions have a direct effect on the problem of finding employment, a spouse's ability to influence decisions that affect his or her well-being is limited.

Regardless of how much of the job-search process you share with your spouse, your partner isn't doing the researching, networking or interviewing. He or she has many of your same concerns, but none of the power.

If the job hunter starts to withdraw from or take a partner's support for granted, stress can build. The spouse's life has been negatively changed, which impacts communications and has a trickle-down effect on family, personal intimacy, laughter, fun and general stability.

The key to reducing stress at home is to identify and discuss fears that inhibit communications. The following examples of job hunters and partners who weren't able to talk with each other illustrate the pitfalls of not keeping the lines of communication open.

Each of these situations contains seeds of severe family tension. When we feel stressed or frightened, we often clam up when talking about our feelings would be better. Inner thoughts -- such as feeling embarrassed, out of control, afraid of the unknown or of running out of money, concerned that the job hunter isn't pushing hard enough, or that we aren't providing enough support -- often block communication and intensify stress.

If you and your spouse are having trouble communicating about your feelings regarding your job loss and subsequent search, the six steps that follow can help reduce family stress that arises:

Set aside time each week to discuss the progress of your job search with your partner. Nothing undermines a job hunter's self-esteem more than being asked to provide a daily progress report. On the other hand, nothing creates more anxiety than unwanted daily reports. Sharing job plans is vital; however, remember to ask your partner how he or she would like to do this, then agree on a specific time to meet each week.

Many books outlining steps in the job-search process are available at local libraries. Review their suggestions to determine your general direction, then discuss your approach with your spouse. Sharing the fact that you have a plan and are following defined steps can help alleviate his or her fears that you have no direction. That you're in charge and know what you're doing also will be apparent to your partner.

Some job hunters feel the best way to preserve family stability is to pretend everything is "business as usual" and not change any spending patterns. This approach may be fine if you have a substantial financial cushion. In most cases, however, keeping your partner uninformed about finances puts more stress on you.

Assess your situation and revise your budget as soon as possible after your layoff -- before problems set in. Determine how many months you can survive financially without a job. This will tell you how long you can hold out for an ideal position, and when you should start seeking a less desirable job to help pay the bills. Analyzing the situation and developing a monthly budget with your spouse also makes both of you partners in the process and keeps you from taking the role of budget enforcer.

Many couples realize that their relationship would be better if they could discuss their problems during difficult times. But we often assume that if the unpleasant isn't discussed, it doesn't exist, or that we save our partner pain by not introducing uncomfortable topics.

Introducing your concerns or feelings about what's occurring or may occur in the future is easier if you own your fear and begin sentences with "I," such as "I'm worried..." or "I'm wondering about..." or "I find it hard to..." This is better than using "you," as in "You do not..." or "You haven't told me about...." "I worry about offers not coming in" is a lot less volatile than saying "Did you get any offers yet?" This may sound insignificant, but it's often crucial to a job hunter whose ego is on the line every day. Try to keep communication between you as kind as possible. Choose words with care and do not use each other as verbal punching bags to relieve your own emotions.

Even if you aren't a naturally upbeat person, focus on the positive aspects of daily events, especially when speaking with your partner. Forgetting to share positive experiences in your day, regardless of how incidental they may seem to you, is the same as saying nothing positive happened. The smallest bit of hope can balance concerns many times its size.

Forcing yourself to bring up at least two positive events during the past week, however small they seem to you, will give you both needed reinforcement as your job search progresses to a successful conclusion. Many couples struggle with maintaining open, honest and timely communications under the best of circumstances, but it's critical during periods of change and uncertainty.

"The more positive encouragement people get, the more they're able to do things for themselves. It helps keep a relationship strong and fresh," says Robert Chope, psychologist and author of "Dancing Naked: Breaking Though the Emotional Limits that Keep You from the Job You Want" (New Harbinger Publications, 2000). Encouragement also helps confront and eliminate self-doubt. "Acknowledge what you and your spouse do day-to-day. And you do not have to refer only to what you've done regarding your job search," he says.

You and your spouse need to vent your feelings with others who share your concerns but aren't drawn into the family's emotional currents. Joining separate support groups or sharing feelings with an objective third party allows you to vent without having to cushion your words' emotional impact on your spouse. This provides a much needed escape valve and source of support, thereby reducing stress in the home environment.

A job search can be a daunting adventure into the unknown that you're forced into because of a reorganization or downsizing. In the process, all your skills and expectations about yourself, as well as the goals you nurtured during your career, will be challenged. Use patience, trial and error and your partner's help to find your way through this maze of uncharted terrain, but be kind to yourself and each other in the process.

These businesses now employ 18 million doing everything from plant care to elderly care, and appeal to financiers and average Janes alike

Stacy Perman - BusinessWeekonline

When most people think of a franchise business, fast food comes to mind. Franchising, however, long ago grew beyond the burger and fried-chicken shops dotting America's landscape. Today franchise concepts span 75 different product and service sectors, including such disparate businesses as auto-repair shops, children's art centers, and fitness clubs. The franchising business model has turned into a major economic engine -- one that's providing increasing opportunity for companies and individual entrepreneurs alike.

In this multipart Special Report, to be rolled out over the next few days, BusinessWeek Online explores the state of franchising: what's new, what works, and how entrepreneurs have merged their talents with proven systems, giving them the opportunity to create new niches and run their own businesses.

PROVEN PROFITABILITY. It wasn't too long ago that a slew of dubious get-rich-quick schemes sullied franchising's reputation. But in recent years, with federal regulation and the oversight of industry trade organizations like the International Franchise Assn. (IFA) in Washington, D.C., franchising's standing in the business community has risen considerably. Indeed, according to the IFA, some 760,000 franchise businesses generate jobs for more than 18 million people, or 14% of the nation's private-sector workforce. That represents $1.53 trillion in economic activity, or 9.5% of the private sector's total output. The IFA expects franchising to grow 6% this year.

Although the concept has a long history, franchising really took off in the 1950s when companies like McDonald's (MCD ) and Holiday Inn started sprouting up across the country. Back then, an estimated 100 franchise systems existed. Today, they number roughly 2,500.

With a track record of profitability, broad geographical appeal, relatively low initial capital investments, and easily replicated models, franchising has become more attractive -- for both companies looking to expand and individuals looking to run their own businesses.

"SOLID SYSTEMS." The recent surge in interest within the investment community, which views franchisers' strong brands and steady cash flows as sound opportunities, is one sign of franchising's rising prominence. Consider Riverside Group, a New York City-based private-equity firm with $1 billion in assets. In October, 2003, it acquired Dwyer Group, a holding company in Waco, Tex., that owns six service-based franchising companies, including Mr. Appliance and Glass Doctor, for $55 million. It marked the firm's first franchise acquisition -- but likely not its last.

"We like franchises because they're good solid systems with predictable streams of royalty," says Loren Schlachet, a San Francisco-based Riverside principal. "We saw a real opportunity with Dwyer. They had a strong management team, and their brands have a high level of recognition with consumers."

More recently, in March, a group of venture capitalists formed Franchising Ventures Group in Dallas specifically to identify established businesses that they believe will be the next generation of franchising success stories -- and then develop and continue franchising them.

"GOLDEN AGE." A volatile economy over the past several years has continued to drive both the growing number of concepts and rising volume of franchisers and franchisees. For companies looking to expand with little cash on hand, franchising has become a popular way to get there. And although franchising by no means offers guaranteed success, it has developed as a welcomed option for individuals burned by downturns and layoffs and eager to start their own businesses with mitigated risk built in.

Katherine Gleiter

Is Franchising a Viable Option For Today's Corporate Executive?

While corporate America continues to "downsize" and the stock market continues down an uncertain path, there is one business model out there that is booming, and that is franchising! A recent government survey concluded that franchising has been experiencing strong uninterrupted growth since the 1970's and that it is clearly the leading model for doing business in the new century. In the United States, there are over 2,500 franchise systems representing over 75 industries. These systems have in excess of 534,000 franchise units, which represent 3.2% of the total number of businesses. This 3.2% of all businesses controls over 40% of all retail and service revenue in the U.S. economy.

What is franchising? Franchising is a business strategy for getting and keeping customers. It is a marketing system that creates a belief in the mind of the consumer, about how the company's products and or services will satisfy their needs. It is also a system that promises to distribute and or deliver the products and services, in a manner that will meet or exceed customer demand. In short, franchising is a strategic alliance between a group of people (franchisor and franchisees) who have specific roles and responsibilities towards a common goal, to get and keep more customers than their competition by maintaining a competitive advantage through their unique and proven business plan. The franchising model is successful because consumers are creatures of habit and are brand driven. When they buy products and services, they tend to be loyal to the product or service that is delivered to them in the most consistent and predictable manner.

Why buy a franchise? Buy a franchise and you not only gain a service or retail business, but a complete system of how to run your business successfully. When you purchase a franchise you pay an initial fee and usually an additional on going percent of your revenues as a royalty or advertising fee to the franchisor, this revenue provides the franchisor with a continuous source of working capital to expand, support and develop the organization. In exchange, you, the franchisee, receive training, support and a complete business package which has taken years to develop and refine. Additionally, as the franchisee, you benefit from an established brand identity and from the marketing power of the franchisor as well as the cost benefits and clout associated with the franchisor's collective purchasing power. A recent study produced by the United States Chamber of Commerce found that 94% of franchised businesses were still open for business after 5 years whereas a U.S. Small Business Administration study found, 62% of non franchised businesses were closed within their first 5 years. The conclusion is that the best strategy for success is to buy a franchise. You will open faster, develop your customer base faster and you will become profitable faster. Why? Because when you buy a franchise you not only buy a business you get a proven business plan. As a franchisee, you are in business for yourself but not by yourself!

Do top corporate executives make good franchisees? In general, the resounding answer is yes. Corporate executives know how to follow business systems and procedures and have experience in managing people and finances. Most have practical experience on how a business should be run, and once they enter a franchise system all they have to do is shift that paradigm and put that experience to work. Many of the business to business service model franchises are finding that the majority of their new franchisees are former corporate executives. One such franchise reports that over 92% of their 293 franchisees are former executives. This type of model seems especially appealing to executives because it allows them to continue to interface with professionals from familiar fields such as law, finance, information technology and business consulting. In addition, to running their own business, the former corporate executive franchisee is often tapped by the franchisor as a valuable and reliable source of knowledge, experience and expertise. The franchisor looks to them to help identify system wide issues, devise solutions, predict trends and strategize for the future success and growth for the whole franchise. In other words, corporate executives and franchisors have great synergy. Is franchising a viable option for today's corporate executive? The answer is Yes!