Building Leaders Who Last: Greg Hendricks on C-Store Leadership

October 28, 2025

C-store leadership isn’t just about meeting today’s sales goals, it’s about building people who can carry the business forward. Greg Hendricks has seen firsthand how strong managers and well-prepared teams create consistent results across multiple stores. His philosophy is straightforward: give people the right tools, set clear expectations, and trust them to rise to the challenge.

For managers, district leaders, and even store owners, Greg’s experience is full of lessons worth applying. From how to develop new managers to how to balance accountability with trust, his approach shows what it takes to create a team that performs today and grows stronger tomorrow.

From Store Manager to Leader of Leaders

Greg Hendricks didn’t just learn how to run a store – he learned how to help others run theirs. Over his career, he has trained and promoted managers who now carry forward the same habits, discipline, and care that he values.

“You can’t do this work alone,” Greg says. “The more you invest in your people, the stronger the whole operation becomes.”

That mindset has shaped his reputation as a mentor who develops leaders, not just employees who follow instructions.

Building Systems That Last

For Greg, leadership is about setting up systems that make success repeatable. Whether it’s a daily routine, accountability check, or a clear standard for customer service, he believes consistency is what drives long-term performance.

“A good system outlives any one manager,” he explains. “If you set up structure and expectations the right way, the store doesn’t just depend on you, it thrives because everyone knows their role.”

This approach has helped Greg not only maintain performance but also prepare his team for growth.

Developing Managers from Within

Greg is a strong believer in promoting from within. In fact, store managers are evaluated on how well they prepare others for leadership.

“We would much rather bring them up through the stores. That’s something we really push, having a bench of people who are capable and ready.” That preparation starts early. When clerks move up to assistant manager, Greg’s team spends weeks walking them through paperwork, books, labor coverage, scheduling, and eventually ordering. Later, they gain experience troubleshooting and handling the store’s technology. This gradual approach gives new leaders time to get comfortable and confident.

By giving team members responsibility early and letting them make decisions, Greg builds managers who are prepared to lead.

Leadership Development That Connects

For Greg, leadership growth isn’t just about teaching skills, it’s about building confidence and connection. He encourages his managers to ask questions, try things, and learn through experience, but he also sees the value of structured development. The workshops his team participates in have become a powerful tool, not only for learning how to handle conflict or give quick, effective feedback, but also for creating a support network.

“When managers come together, they realize they’re not alone,” Greg explains. “If one store is struggling with something, they can lean on another manager for advice. That kind of peer-to-peer support has been one of the best outcomes of our workshops.”

C-Store Leadership in Action

Greg is quick to point out that leadership isn’t about being in the back office, it’s about being visible, available, and supportive.

“You’ve got to be available, you’ve got to be visible,” he says. “If a store manager isn’t supporting their staff, you’ll see it in turnover, people don’t stay where they don’t feel appreciated.”

That means showing up alongside the team, being present in challenges, and recognizing people for their contributions. In a fast-paced business, visibility builds trust and keeps teams engaged.

Advice for Aspiring Leaders

Greg’s advice to future managers is straightforward: keep learning, keep listening, and take the time to develop your people.

“Every day is a chance to pick something up from your employees, your customers, even your mistakes. If you’re open to learning, you’ll keep growing, and your team will grow with you.”

He also stresses patience in leadership development. “You can’t rush trust or confidence. Take the time to coach, to explain, to let people try. That’s what turns a good employee into a great manager.”

Leading with People First

At the end of the day, Greg says leadership always comes back to people.

“Convenience retail is about relationships, if the staff feels supported and appreciated, they’ll stay. If customers feel cared for, they’ll come back.”

That belief is what continues to drive Greg Hendricks’ leadership and the managers he’s helped shape.

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