C-Store Leadership Keys: From Risks to Results

July 15, 2025

Chastity didn’t plan on a future in c-store leadership. She came from nursing, took a five-year break to fight cancer, and then decided to change her life completely. When her doctors cleared her to work, she set her sights on the c-store across the street from her house in Lakeview, Oregon. “I hounded the manager until I got a job,” Chastity says.

“It was a big risk hiring me. I had no retail experience. But I told her—I’m reliable, I think fast on my feet, and I’ll do whatever’s needed. I just wanted the chance to prove myself.”

Within six or seven months, she was an assistant manager. By a year and a half, she had her own store. Today, she runs Lakeview 395 and helps oversee a second location, Chevron 140, just down the road.

Taking a Chance—and Giving Them Now

Now, she’s the one taking chances on others. “I’ve had both good and bad things happen,” she says. “One hire didn’t work out, we had to ‘promote her to customer.’ But I also took a chance on a single mom going to school full time, and she became the best assistant I’ve had.”

What makes the difference? For Chastity, it’s not what people say—it’s what they actually do. “I listen to what they say, sure—but I watch their actions even more. You can tell me all day long that you’re going to do something, but when I circle back to check, is it really done? That’s what matters. Your actions will always speak louder than your words. Every time.”

Building a Strong Second Store

Right now, Chastity’s working on a challenge many managers face: finding the right person to take ownership of a second location. “The store has so much potential, but just like a garden, it needs someone willing to invest the time—someone who’s going to water it and help it grow.”

So how do you find that kind of leader? For Chastity, it starts with mindset. “You can’t just look for experience. You need someone who genuinely cares—about the job, the team, and the customers.” She trains her eye for initiative. “Watch how they step up. Are they solving problems without being asked? Do they look for ways to help, or do they wait to be told? That small difference tells you a lot.”

Aces in Places

Once she finds those strengths, she puts people in the right roles to let them shine. Chastity doesn’t expect everyone to be good at everything. She leans into their strengths. “I’ve got one person who’s amazing at upselling but not great at stocking. I’ve got another who’s the opposite. So, I put them together and everything gets done.” She even has a team member who can fix almost anything in the store. “He’s, my fixer. He has a role, and he’s great at it.”

Why She Loves C-Store Leadership

“It’s never the same day twice. Sure, the job itself—doing the books, checking on the team, making sure things are covered—is the same. But something new always comes up. Especially here at the 395 store. We’ve got truckers stopping overnight, travelers with dogs—we’re really a travel hub. There’s always something different, and that’s what keeps it interesting.”

Real Advice for Managers—New or Ten Years In

Chastity’s advice is simple: don’t be afraid to fail, and don’t be afraid to ask for help. “Fail better next time,” she says. “If you learned something, it wasn’t really a failure. And when you hit something, you haven’t seen before, reach out. Another manager, your DM—someone’s been through it. You’re not alone.”

That advice holds true whether you’re just starting out or a decade in. “If things are starting to feel stale, change your routine. Switch it up. Sometimes I start with the safe, sometimes I start with the parking lot. Just doing things differently helps. And again—talk to other managers. That’s where fresh ideas come from.”

The Heart of Her Success

For Chastity, success isn’t about fancy strategies—it’s about respect and paying attention. “Respect. 100%,” she says. “Talk to your team the way you want to be talked to. Handle things privately, never talk down to anyone, and really listen.”

She doesn’t call them employees—she calls them team members. “They work alongside you. Yes, they work for us, but they’re the ones talking to customers, running the register, stocking the floor. A good till person will know a customer’s cigarettes before they even ask. That’s who knows your store best.” And sometimes, the best ideas don’t come from the loudest voice in the room. “It’s the quiet one, the one who waits until the end of the day to say, ‘Hey, I have an idea.’ And it turns out to be brilliant. Give them credit. If you take it, they’ll never share another one.”

At the end of the day, Chastity believes a strong store reflects a strong team—and a manager who genuinely cares. “Care about what you do, and your store will show it. Care about your people, and they’ll help you grow it. That’s the key.”

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