For Shea McBride, a store manager focused on growing both her team and her business, that has meant creating clear systems, improving communication between shifts, simplifying store procedures, and finding opportunities hidden in the data. From restructuring employee resources to doubling foodservice sales, Shae has focused on building an operation that can succeed consistently, even when challenges arise.

Convenience Store Team Development Starts with Hiring

For Shea, team development begins long before an employee’s first shift.

She believes hiring is about more than filling an open position. It’s about finding people who fit the culture and understand what is expected from the start.

“When I start the hiring process, I like to be very detailed about what I’m expecting from the team, the individual, and what I’m trying to create as the team.”

She focuses on being upfront about expectations while also making sure new hires fit well with the existing team.

That clarity creates a stronger foundation for everything that follows.

Turning a Handbook into a System

Like many managers, Shea spent a long time trying to create the perfect employee handbook. What started as a handbook eventually became a massive collection of policies, procedures, and operational information. After more than a year of working on it, she realized the solution wasn’t adding more information. It was simplifying it.

“I didn’t need all of that in a handbook. I just needed a portion of it.”

Instead of one large document, she broke everything into separate guides covering hiring, store operations, policies, and management responsibilities. The guides are now available digitally through employee software, making information easier for employees to access and use.

The impact was immediate.

“It made me feel organized. It made me feel like a weight was lifted off my shoulders.”

More importantly, it gave employees a resource they could rely on when questions came up.

“It gave clarity and an understanding of how the store should run.”

Convenience Store Team Development Never Stops

One thing became clear throughout the conversation: Shae sees team development as a continuous process.

“Building a team never stops.”

She describes leadership as a combination of patience, communication, and consistency. Group chats help keep everyone informed. Store meetings keep employees aligned. More recently, she introduced shift handovers to improve communication between teams.

If there is an equipment issue, a fuel concern, or an important customer request, employees are expected to communicate that information to the next shift.

“We make sure they inform the next shift. That’s helping out a lot.”

These small improvements help create consistency throughout the day and prevent information from getting lost during shift changes. As with many convenience stores, staffing challenges occasionally arise. Personal issues sometimes affect team members and create challenges for the operation.

For Shea, maintaining a strong team culture remains a priority.

“We’re like family. We have each other’s back.”

Using Data to Improve Foodservice Sales

While working on team development and operations, Shea also identified an opportunity to improve foodservice performance. The discovery came from something simple: looking at the data.

At the time, food preparation started around 7 a.m., and most food items were ready by 8:30 a.m. After reviewing daily reports, she noticed something surprising.

“I realized that our busy times had no food.”

The store’s busiest periods were happening before food was available. She brought the information to ownership and proposed a change. With support from her boss, the team adjusted staffing and started preparing food much earlier in the morning.

Today, many food items are available by 4 a.m., allowing the store to serve customers during peak traffic hours. The results were immediate.

“It doubled.”

By making food available when customers were actually in the store, Shae turned a missed opportunity into one of the store’s biggest growth areas.

Building Systems That Survive Employee Turnover

One of the realities of retail management is that key employees eventually move on. Whether someone changes careers, relocates, or simply pursues a new opportunity, strong operations need to continue. That’s why Shea focuses heavily on creating systems that survive employee turnover.

“I’ve been actively working on creating sustainable systems so that when something is disrupted, I have a backup plan.”

• Food preparation instructions are documented.
• Equipment procedures are available.
• Processes are standardized.

The goal is to ensure that employees can step in and perform tasks consistently, regardless of who is working. She admits the process isn’t always easy.

“It’s trial and error. Trial and error are really what makes and breaks things.”

Each challenge creates another opportunity to improve the system and strengthen the operation.

Leading Through Continuous Improvement

When asked how she stays focused despite juggling countless responsibilities, Shae’s answer was refreshingly simple.

She writes things down.

Documenting priorities, challenges, and opportunities helps her stay organized while continuing to improve the business.

Most importantly, she approaches leadership with the understanding that there is always another opportunity to learn and grow.

“There’s always room for improvement.”

That mindset has helped her strengthen operations, improve communication, grow foodservice sales, and build a stronger team.

Building Systems That Help Teams Succeed

Throughout the conversation, Shea returned to the same idea again and again: consistency.

Whether she’s improving foodservice, developing employees, or simplifying operations, her focus remains on creating systems that help people succeed.

“There’s always room for improvement.”

That mindset continues to shape how she leads her team and grows her store every day.

Watch the Full Conversation to hear more from Shae on convenience store team development, foodservice growth, and building systems that help teams succeed.

Learn more about developing strong store leaders through our Manager Certification Program, or explore additional Convenience Store Leadership Stories from leaders across the industry.

C-Store Leadership Accountability: What Actually Works for Store Managers

The post Convenience Store Team Development: Lessons from Shea McBride appeared first on BandyWorks.

The good news? With the right preparation, Memorial Day weekend can also become one of the biggest opportunities to increase sales, improve customer experience, and strengthen operational performance.

Here are some practical Memorial Day convenience store tips to help your store stay ready for the holiday rush.

Why Memorial Day Weekend Matters for C-Stores

Memorial Day isn’t just another holiday it’s the unofficial start of summer. You’ve got road trips, family gatherings, and last-minute shoppers all converging at once.

• More than 37 million Americans travel by road during Memorial Day weekend.
• Around 75% of Americans celebrate the holiday, driving increased retail activity
• Most of that traffic happens in-store, not online.

Foot traffic spikes. Fuel volume spikes. Operational pressure spikes.

Phase 1: Memorial Day Staffing – Win or Lose Starts Here

If there’s one area that can make or break a holiday weekend, it’s staffing.

Convenience stores rely on speed, and delays can quickly lead to lost sales and frustrated customers. The average c-store customer only spends a few minutes inside the store, so long lines immediately impact the customer experience.

Some of the most effective staffing strategies include:

• Scheduling for peak traffic instead of average traffic
• Reviewing historical sales and weather forecasts
• Cross-training employees across register, foodservice, and floor operations

Understaffed stores often experience:

• Long lines
• Lost sales
• Frustrated customers
• Burned-out employees

And trust me, with turnover already sky-high in this industry, burnout is the last thing you need.

Pro Move (Most Managers Miss This)

Have an “on call bench”—2–3 employees ready if traffic spikes beyond expectation.

Phase 2: Inventory – The Silent Profit Killer for Convenience Stores

Inventory is where Memorial Day weekends either make you money or silently drain you.

High-demand products during Memorial Day weekend typically include:

• Beer
• Ice
• Soda & energy drinks
• Chips & snacks
• Grab-and-go food items

Those road trip snacks alone fly off shelves during heavy travel periods.

The most effective inventory planning strategies include:

• Reviewing last year’s holiday sales
• Identifying previous stock-outs
• Avoiding unnecessary overstock
• Increasing inventory on proven high-volume products

Smart retailers lean heavily on historical performance data to improve forecasting and reduce inventory waste.

As convenience store foodservice trends continue evolving, prepared food and grab-and-go offerings are also becoming increasingly important during high-traffic weekends.

Phase 3: Merchandising for Speed (Not Looks)

One of the biggest merchandising mistakes stores make during busy weekends is prioritizing appearance over speed.

Memorial Day shoppers are moving quickly. They want convenience, visibility, and fast decision-making.

Effective merchandising strategies include:

• Stacking high-demand items near the entrance
• Bundling items (chips + drink + beer run areas)
• Keeping cold vault fully faced and loaded

Why it matters: Customers are moving fast. If they can’t find it in 5–10 seconds, you lost the sale.

Phase 4: Fuel Operations During Busy Holiday Weekends

A lot of new managers focus too much inside the store and forget: Fuel is still your biggest traffic driver.

Problems that kill your weekend:

• Pumps going offline
• Slow card readers
• Empty receipt printers
• Poor traffic flow around pumps

Even small issues here create bottlenecks that ripple into the store.

Phase 5: Shrink & Theft – The Holiday Reality

Let’s talk about the part most people avoid.

Busy weekends bring:

• More theft
• More cashier mistakes
• More fuel drive-offs

Retail shrink is a massive issue industry-wide, costing billions annually.

What separates top-performing stores:

• Clear cash-handling procedures
• Active floor presence during rushes
• Real-time data monitoring

More retailers are also using POS and inventory data together to identify trends and improve shrink prevention strategies.

Operational visibility becomes especially important during high-volume weekends.

Phase 6: Promotions That Actually Work

Memorial Day is also a major sales weekend, and most consumers are ready to spend.

• Research shows that up to 92% of shoppers plan purchases around the holiday.

But here’s the mistake: Running generic promos that don’t match your customers.

What works in real stores:

• Multi-buy deals (2 for $X)
• Fuel tie-ins (spend X, save on gas)
• Quick, visible in-store signage

And if you really want to stand out:

• Offer military/veteran appreciation deals (done respectfully)

That builds loyalty, not just transactions.

Final Thoughts: This Is Where Leadership Shows

Memorial Day weekend doesn’t just test your systems; it tests your leadership.

Anyone can run a store on a Tuesday afternoon.

But a packed parking lot, empty cooler doors, lines to the coffee bar, and a new cashier on register 2 – that’s when your preparation shows.

The strongest Memorial Day convenience store tips usually come down to operational basics:

• Strong staffing
• Smart inventory planning
• Fast merchandising
• Reliable fuel operations
• Operational visibility

Holiday weekends move fast. Preparation matters even faster.

As convenience store foodservice trends continue evolving, prepared food and grab-and-go offerings are becoming increasingly important during high-traffic weekends.

Convenience Store Foodservice Trends: 10 Lessons From CFX

The post Memorial Day Convenience Store Tips for Holiday Weekends appeared first on BandyWorks.

After more than 20 years in the convenience store business, working my way up from pumping gas to overseeing multiple stores – you start to think you’ve seen it all. Then you attend a conference like CFX and realize…the industry is evolving faster than a lunch rush on a Friday when the pizza oven breaks. What stood out most this year wasn’t just new products or flashy technology. It was how quickly convenience stores foodservice trends are transforming into true foodservice destinations, and how the operators winning today are approaching the business very differently than they did even five years ago.

Here are the top 10 things I learned at the CFX Conference, and why they matter for the future of convenience store foodservice.

1. Foodservice Doesn’t Have to Be Hard – But It Does Have to Be Disciplined (Don Longo)

This one hit home. We’ve all seen stores try to do too much too fast – complicated menus, inconsistent execution, and frustrated staff.

The takeaway?
Keep it simple – but execute like a pro.

Discipline means:

• Consistent prep
• Clean execution
• Tight operational processes
• Reliable customer experiences

Foodservice is now responsible for over 26% of in-store sales and growing, so doing it halfway just doesn’t cut it anymore. [nacsmagazine.com]

2. The Power of a Well-Planned LTO Program

Limited Time Offers (LTOs) aren’t just promotions – they’re traffic drivers and loyalty builders.

The best example? McDonald’s McRib. It’s been around since 1981 and it disappears, comes back, creates buzz, and gets customers returning year after year. Customers don’t just buy the product – they anticipate the experience.

That same strategy applies to convenience stores.

The lesson:

• Give customers something to anticipate
• Bring back successful LTOs annually
• Build traditions, not just menu items

If people will literally plan road trips for a sandwich, imagine what they’ll do for your best-selling item.

3. Data-Driven Operations Are No Longer Optional (Liza Salaria)

Margins are shrinking. Labor cost is rising. Guesswork is dead.

One thing became very clear throughout the conference: Operators who still rely entirely on gut instinct are going to eventually get burned.

The stores gaining momentum are using:

• Accurate forecasting
• Real-time inventory tracking
• Sales analytics that actually work

Data isn’t replacing experience. It’s strengthening decision-making. The operators who combine operational experience with strong analytics are the ones positioning themselves for long-term success.

4. Build a Strong Core Menu First

One hero item won’t save you.

The smarter play:

• Develop a core menu of reliable, high-margin items
• Use a satellite menu to test new ideas

Prepared food already makes up 71.9% of foodservice sales in c-stores, so consistency matters more than chasing trends. [nacsmagazine.com]

Think of it like this: your core menu pays the bills – your test menu grows the business.

5. Marketing Isn’t Optional Anymore

Many operators still treat marketing like an afterthought. The chains growing fastest are doing the opposite.

They’re investing heavily in:

• Food photography
• Digital promotions
• Loyalty engagement
• Community-based marketing
• Local targeting

And perhaps most importantly, they understand hyper-local marketing.

That means:

• Promoting breakfast to nearby construction crews
• Running lunch deals for local office workers
• Leveraging school schedules and community events

It works because c-store customers are driven by proximity and habit. And let’s be honest – if your customer lives three blocks away, you’re either their go-to… or you’re invisible.

6. Protein Is Driving the Convenience Store Foodservice Industry Forward

Protein isn’t just a trend—it’s a movement. It continues to dominate consumer demand.

• 61% of consumers increased protein intake recently [cargill.com]
• 78% of shoppers actively pay attention to protein in their diet [numerator.com]
• Protein plays a role in 36% of snack occasions [csnews.com]

Customers are actively seeking it, and willing to pay for it.

What this means for c-stores:

• Chicken, beef, and grab-and-go protein snacks are key
• Protein-forward menus outperform traditional roller grill thinking

The old model of “hot dog and soda” isn’t dead—but it’s definitely got competition.

7. Consumers Care More About Food Quality and Sourcing

Today’s customers, especially younger generations want more transparency, knowing where food comes from and how it’s produced matters more than ever.

That includes – Ingredient quality, food sourcing, freshness, and antibiotic-free proteins

Operators who ignore this shift risk falling behind fast.

8. Digital Ordering Is Reshaping Convenience Store Foodservice Trends

Digital isn’t coming — it’s already here, changing customer behavior.

More customers now expect:

• Mobile ordering (28% growth in app-based ordering among younger consumers [gitnux.org])
• App-based loyalty
• Faster pickup experiences
• Personalized offers

And here’s the kicker!

Digital orders often produce larger basket sizes than traditional in-store purchases. [capitalone…opping.com] That creates a huge opportunity for convenience retailers willing to invest in the customer experience beyond the store counter.

9. The Food Pyramid Has Changed—And Customers Have Too

Another major shift discussed throughout the conference was how dramatically customer expectations around food have changed.

Health-conscious eating is no longer niche.

In fact, recent industry data shows that 82% of consumers now prioritize wellness, while 90% of Millennials and Gen Z say healthy food spending is important to them. Even inside convenience retail, more than half of shoppers actively look for better-for-you options.

Younger generations are driving this shift:

• More interest in fresh, clean, and functional food
• More willingness to spend on quality

Customers still want convenience.

But now they also want food that aligns with their lifestyle. If your menu hasn’t evolved yet, your customer already has.

10. From Gas Stations to Food Destinations

This might be the biggest transformation of all.

Convenience stores have gone from cashiers heating food behind the counter to trained chefs building menus and stores creating real dining experiences.

Customers today want more than speed and convenience. They want:

• Flavor
• Culture
• Story

The Role of Storytelling

Storytelling in foodservice means:

• Highlighting origin (global flavors, regional dishes)
• Creating emotional connections
• Making food feel like an experience, not just a transaction

This ties directly into what younger consumers want: authenticity and experience.

And let’s be honest—nobody ever got excited about a “microwave burrito of the month.” But a street-style taco with a story behind it? Now you’ve got something.

Final Thoughts

After 20+ years in this industry, one thing is clear:

Convenience stores are no longer just convenient—they’re competitive.

The biggest convenience store foodservice trends aren’t temporary shifts — they’re changing customer expectations permanently.

Foodservice is driving the future, and the operators who succeed will be the ones who:

• Stay disciplined
• Use data
• Invest in marketing
• Embrace health trends
• And deliver real value to customers

The days of “good enough” are gone.

And honestly? That’s a good thing.

Because if there’s one thing I’ve learned over the years—it’s that this industry rewards the people who are willing to evolve… and punishes the ones who think the roller grill is still the main attraction.

We’re seeing more operators focus on storytelling, food quality, and customer experience — themes that also came up in our recent foodservice leadership interview with Greg Kelty 

C-Store Foodservice Consistency: Greg’s Approach That Works

The post Convenience Store Foodservice Trends: 10 Lessons From CFX appeared first on BandyWorks.

Brian, a long-time leader in convenience retail technology, digital signage, and customer engagement solutions, recently shared his perspective during an industry conversation with loyalty and marketing expert Tom Bandy. Drawing from years of hands-on experience with independent operators, Brian explained why digital signage has become one of the most practical tools for retailers managing 20, 30, or even 50 locations – and why it’s true value lives at the intersection of operations and people.

Meeting Modern Expectations with Digital Signage

Customer expectations have evolved. Today’s shoppers expect to encounter engaging, dynamic messaging throughout their journey- from the fuel pump to the sales floor. While digital displays are often perceived as a branding or “cool factor” investment, Brian emphasized that their real power is operational.

“There’s an expectation now that customers are going to be met with an engaging message and an engaging display,” Brian explained. “But prices are changing, menus are changing, promotions are changing – and store teams are stretched thin.”

Digital signage allows retailers to manage those changes centrally. Automated daypart transitions, real-time pricing updates, and coordinated promotions ensure information is accurate and delivered on time, every time- without relying on store employees to manually swap signage. When execution becomes more reliable, operational stress decreases and teams can focus on customer service.

A Crawl, Walk, Run Approach to Digital Signage

One of the most common barriers Brian hears from independent operators is fear – fear of complexity, fear of lacking creative skills, or fear of overwhelming already-busy teams. His message is consistent: don’t try to do everything at once.

“Don’t boil the ocean,” Brian advised. “Start in stages. Crawl, walk, run.”

That approach might begin by activating fuel pump screens that retailers already own, transitioning from printed menus to digital menu boards, or adding a simple display near a fountain or coffee station. Each step delivers measurable value while building confidence and organizational readiness for what comes next.

Importantly, Brian explained that retailers don’t need Hollywood-level production know-how to succeed. “This isn’t Scorsese,” he said. “We’re not trying to create the next Academy Award-winning picture. We’re taking the print POP you already use today and animating it.”

Brian emphasized that retailers do not need to navigate digital transformation alone. Companies like Shep Digital Solutions help convenience retailers take a practical crawl-walk-run approach to digital signage implementation, focusing on operational improvements before large-scale rollouts.

Operational ROI of Digital Signage for Convenience Stores

Brian consistently brings the conversation back to operational return on investment. Many convenience retailers already have digital screens across their properties, but those assets are often managed through separate systems tied to different departments. This fragmentation creates unnecessary complexity and resource drain.

“What we see all the time is retailers with different screens run by different systems,” Brian explained. “That’s when it feels overwhelming.

By consolidating fuel pump media screens, in-store menu boards, and promotional displays into a single, cloud-based platform, retailers can orchestrate a cohesive experience. Brian also pointed to the operational burden many retailers still face when updating menu boards manually across multiple locations. For a retailer with 30 stores, eliminating USB-drive menu updates alone can save hours of labor every week while improving consistency across every location.

He also pointed to the hidden efficiency gains. He described retailers still updating dozens of menu boards with thumb drives and added, “The amount of operational resource we can save by moving that to the cloud is immense.”

Building Customer Loyalty Through Community Messaging

Beyond efficiency and sales, Brian highlighted digital signage’s unique ability to strengthen community connections. Because content can change instantly, retailers can recognize local schools, sports teams, charitable partnerships, and community events in real time.

Brian shared an example that resonates deeply with independent operators: “If a mom pulls up to the pump and sees her daughter’s high school team congratulated on that screen—that’s generational loyalty right there.”

These moments reinforce a retailer’s role as a community destination, not just a transactional stop. Digital signage makes it possible to tell those local stories consistently in ways static print signage simply cannot.

Why Digital Signage Supports Store Teams

Brian’s philosophy on digital signage closely mirrors his broader leadership approach. Strong teams are built through respect, clarity, patience, and accountability. Leaders who explain the ‘why,’ remain visible, and involve their teams in the process earn long-term trust and buy-in.

Ultimately, Brian believes technology should remove friction, not add it. When introduced thoughtfully, digital signage supports store teams instead of overwhelming them—helping leaders guide change without burning people out.

Modernizing convenience retail does not require perfection. It requires clarity, consistency, and leaders who are willing to move forward one step at a time. When those fundamentals are in place, technology becomes an enabler of growth – not a burden.

Want to hear the full discussion with Brian Nelson? Watch the complete conversation here.

Related Resources

Retailers looking to improve customer engagement, labor efficiency, and operational consistency may also find these resources helpful:

• 7 Key Parts to C-Store Loyalty Systems
• Strategically Targeted Incremental C-Store Operations Enhancements
• C-Store Labor Maturity Model

Interested in exploring how digital signage, loyalty, and operational improvements can work together in your stores? Connect with the BandyWorks team to continue the conversation.

Schedule a Conversation

The post Why Digital Signage Is Becoming Essential for Convenience Store Operations appeared first on BandyWorks.

That’s exactly what Greg has been focused on. With over two decades in restaurant kitchens and now leading foodservice development across multiple stores, he brings a perspective shaped by experience and refined through adaptation.

From Restaurant Kitchens to C-Store Strategy

Greg’s path into convenience retail started long before he ever stepped into a c-store environment. With 25 years in the restaurant industry, he’s worked across corporate chains, independent concepts, and franchise operations.

Food has always been part of his life.

“I’ve worked in over 10 different restaurant kitchens throughout my career,” he shares. “It’s something I’ve always been around.”

That experience now carries into his current role, where he’s spent the last year and a half building and refining food programs across multiple stores – creating consistency, structure, and a more unified approach.

Want to hear directly from Greg? Watch the full interview.

Why C-Store Food Isn’t the Same as Restaurants

One of the biggest lessons Greg learned was that convenience stores can’t be run like restaurants.

“It was a hard realization,” he says. “I don’t have restaurant people working for me.”

In restaurant environments, teams are trained in industry language, systems, and expectations. In c-stores, employees often come from different backgrounds. That shift requires a different leadership approach.

“You have to communicate in a way that makes sense to them. Once I did that, I saw a lot more buy-in.”

That change in perspective helped improve engagement across stores and strengthened overall execution.

Building C-Store Foodservice Consistency Through Simplicity

At the core of Greg’s approach is keeping things simple and repeatable.

In restaurant kitchens, experienced cooks often rely on instinct. In c-stores, consistency comes from clear systems and tools.

“You can’t expect someone to know what two ounces feels like,” Greg explains. “So, you give them the tools to get it right every time.”

That includes:

• Standardized recipes
• Measured tools like scoops and ladles
• Portion control by volume or count
• Clear, repeatable processes

These small details make a big difference. Over time, they reduce waste, improve product quality, and strengthen C-store foodservice consistency across every location.

Maintaining C-Store Foodservice Consistency Across Locations

Not every store operates the same way. Some locations run more developed food programs with daily specials, while others focus on simpler offerings like pizza and hot sandwiches.

Even with those differences, consistency across locations remains a priority.

“The same pizza should be the same no matter which store you walk into,” Greg says.

That means balancing:

• Standard recipes and ingredients
• Adjustments based on store volume

Higher-volume stores can produce more at once, while smaller locations need to produce less more frequently to avoid waste.

“It depends on the store and the customers coming in,” he explains.

According to industry trends in convenience retail (NACS), consistency is a key driver of repeat purchases.

Rolling Out Programs to Support C-Store Foodservice Consistency

When introducing a new food program, Greg focuses on preparation.

“What worries me most is whether I’ve given my team everything they need to get started,” he says.

That includes:

• Clear training
• Answering key questions upfront
• Hands-on support during rollout
• Follow-up and coaching afterward

Compared to restaurants, c-store teams often need more structured guidance and ongoing support to maintain C-store foodservice consistency over time.

Advice for Leaders Getting Started

For managers looking to introduce or expand foodservice, Greg keeps his advice practical:

Know what you’re getting into
Foodservice is fast-paced and demanding. It requires planning and preparation.

Have the right equipment in place
“Ingredients are easy to get,” he says. “You need the tools to execute.”

Understand your market
Make sure there’s a need for what you’re offering, and think about how you’ll stand out.

Keep it simple for your team
Your staff may not have restaurant experience, so systems need to be easy to follow.

Be clear on your model
Whether it’s hot-and-ready or made-to-order, customers expect speed and consistency.

Making It Work Across Every Store

Greg’s approach comes down to adapting what he learned in restaurants to fit the realities of convenience retail.

It’s not about turning stores into restaurants. It’s about building systems that teams can follow, customers can rely on, and stores can scale.

Ultimately, C-store foodservice consistency comes from simple systems, clear expectations, and ongoing support. When teams understand the process and have the right tools, execution becomes easier, and results follow.

This is exactly what we focus on in our store manager workshops – helping teams turn strategy into consistent execution. Reach out to learn how we support stores in building consistent operations across teams.

The post C-Store Foodservice Consistency: Greg’s Approach That Works appeared first on BandyWorks.

From Silos to One Conversation

Before the workshops, Jonathan saw a familiar problem: managers working hard, but separately. Communication existed, but it was fragmented. Text messages replaced conversations. Managers knew voices, not faces. Questions were answered one-on-one instead of once, as a group.

The workshops changed that rhythm.

Instead of five separate conversations, managers began having one shared conversation each week. Over time, something shifted: questions surfaced, ideas were exchanged, and managers realized they weren’t alone in the challenges they were facing.

Why Buy-In Came First

Jonathan was clear about one thing: the workshops only worked because leadership committed to them fully.

If the team already had everything figured out, there would have been no reason to bring in a partner. The workshops were a recognition that gaps existed and, that improvement required outside perspective.

Rather than resisting the process, Jonathan leaned into it. The goal wasn’t to defend what was already working – it was to uncover gaps, inefficiencies, and missed opportunities. That mindset set the tone for the entire team.

Buy-in wasn’t demanded. It was demonstrated.

Making Upselling and Performance a Team Effort

The workshops weren’t just about leadership theory. They tied directly to execution.

Managers reviewed numbers together. They talked about upselling, efficiency, and store-level performance. When someone asked a question, others often realized they had the same one but hadn’t spoken up yet.

That shared learning mattered.

Upselling stopped being an individual responsibility and became a team discipline. Managers learned what worked, what didn’t, and how small changes could drive better results without adding pressure.

The Biggest Challenge: Time

The hardest part was scheduling.

Some stores had limited staff. Some managers were on shift. Making time felt inconvenient at first. But once managers saw value, the question changed from “Why do I have to make time?” to “How do I make time?”

That shift made all the difference.

What Made the Workshops Work

Jonathan credits the success to a few simple principles:

• Consistent cadence (short, weekly sessions)

• Shared visibility into performance and priorities

• Open discussion instead of top-down instruction

• Practical application tied to daily store realities

The result wasn’t perfection – it was progress.

A Leadership Lesson That Sticks

C-store leadership workshops don’t succeed because of slides or software. They succeed when leaders commit, managers feel connected, and conversations turn into action.

For Jonathan, the biggest win wasn’t just better numbers – it was seeing managers grow together, support each other, and take ownership of improvement.

That’s what real leadership development looks like in convenience retail.

Hear from Jonathan directly!

Related Links for Leadership in Action

See how Vince Hammock runs one of the top-performing convenience stores in his company. His focus on trust, discipline, and people-first leadership offers lessons for anyone looking to grow in the C-store industry.

The post C-Store Leadership Workshops That Drive Upselling and Manager Buy-In appeared first on BandyWorks.

C-Store Manager Leadership: Building Great Teams That Drive Success

Growing leaders from within is a sign of strong culture and team development. Both Lassus Brothers and JD Streett believe in promoting from within.

“Most of our managers have moved up through the organization,” says Stephanie Galentine, COO, Lassus Brothers Oil.

“Ninety percent of our managers started as a cashier,” adds Darrell Meek, Operations Manager, JD Streett & Co. “When we have to hire from the outside, I feel like I failed because we didn’t develop our people.”

Homegrown leadership builds trust, stability, and loyalty that can be difficult to bring in from the outside. When the organization does bring in management from the outside, having a strong cultural identity allows both the new manager and existing teams to align quickly.

The Linchpin of Store Success

One of the often-overlooked responsibilities of the store manager is driving culture with store teams. “The cool thing about our culture is that it’s hard to leave us. We really rely on that.” (Stephanie Galentine).

Culture only matters if leaders make time for it. Stephanie adds, “If I’m not willing to protect the calendar and make time for training, then my words aren’t matching my actions.”  Strong leadership means protecting time for people – training, recognition, and open communication. That’s what keeps great employees and loyal customers.

Running a successful store requires building strong teams, inspiring ownership, and turning daily operations into lasting results. A small store can outperform a larger one when the manager leads with purpose.

“It doesn’t really matter how big the store is. A strong manager can make it work, but if you get a bad manager, it’s just going to be problems.” (Tom Bandy, CEO, BandyWorks).

Good managers spot small issues before they grow, coach more than correct, and build a bench of leaders with a strong sense of ownership. “I don’t want the managers focusing on numbers. I want them focusing on being a leader… because if they don’t develop people under them, there are no numbers.” (Darrell Meek).

When managers invest in their people, performance follows naturally. Short check-ins, small coaching moments, and recognition build the kind of team that drives consistent results.

Smart Delegation: Intentional Assignment and Responsibility

At some point, every manager says, “I don’t have time for that.” Darrell’s coaching answer reframes it: “When a manager says, ‘I don’t have time,’ I ask, ‘Okay, what can we delegate off your plate to make that time?’”

Delegation isn’t a loss of control; it’s an investment in your team’s growth and your own bandwidth for coaching and improvement. Smart delegation means matching responsibility to readiness and great managers intentionally grow their people by giving them meaningful ownership of results.

Intentional delegation pairs with coaching and training on the job.

“Sometimes messages have timing to them. You might hear it in the spring, and it doesn’t touch what’s going on, but come fall, that same training hits differently.” (Stephanie Galentine). Training is layered and ongoing, not one-and-done. When managers revisit lessons and apply them at the right moment, the impact compounds over time.

The Intangibles That Build Great Stores

You can’t always measure leadership on a report, but you can feel it in a well-run store. Great C-store leaders show:

• Awareness to spot issues early
• Diligence to correct errors and develop skill
• Commitment to address weak habits
• Patience to build solutions with current tools
• Courage to try new approaches

These traits drive every key number on the P&L.

The Real ROI of Leadership

Investing in leadership isn’t optional; it’s foundational. Managers who lead with purpose build teams that deliver even when times get tough. Leadership multiplies results through people. When it becomes daily habit, stores don’t just perform, they thrive.

Action Steps for Managers

1. Protect 15 minutes daily for staff coaching.
2. Review training materials monthly and reinforce one key lesson.
3. Delegate at least one recurring task to develop a team member.
4. Recognize one employee action that shows ownership every week.
5. Keep leadership visible – model calm, curiosity, and consistency.

Access the full discussion and recording here!

Related Links – Maximize C-Store Leadership Development ROI

1. ROI of Becoming Noah’s Boss for C-Store Operations
2. Three Aspects of C-Store Operations ROI – BandyWorks
3. Store Manager ROI Strategy – BandyWorks

The post C-Store Manager Leadership: Building Great Teams That Drive Success appeared first on BandyWorks.

Managing a store means constant challenges: staffing, stocking, service, and unexpected problems. If managers use a fall-focused checklist, they can guide their teams, reduce stress, and turn seasonal demand into stronger sales and smoother shifts.

So, what actions should be on a c-store manager’s leadership checklist?

C-Store Leadership Checklist – Lead, Develop & Grow

• Plan for Back-to-school traffic – Mornings and afternoons get busier when schools are in session. Having extra coffee, breakfast items, and after-school snacks ready keeps the line moving.

• Adjust schedules early – Once school starts, student workers usually change their hours. Get schedules set ahead so you’re ready for busy mornings and weekend rushes.

• Stock seasonal favorites – Pumpkin spice, apple cider, candy, and game-day snacks sell fast in fall. Keep shelves full and displays fresh.

• Coach for customer rushes – Teach your team how to handle after-school crowds and game-day traffic. A little prep goes a long way in keeping service smooth.

• Get game-day ready – Football weekends bring heavy traffic. Double-check beer, chips, pizza, and grab-and-go meals before Friday nights and Saturdays.

• Coach on suggestive selling – Remind the team to suggest a coffee with a breakfast sandwich, or candy with a drink. Small add-ons add up, especially in fall.

• Celebrate weekly wins – Shout out the team after handling a Friday night rush, keeping shelves full during school pickup, or setting up a strong fall display. Those moments matter.

• Use seasonal checklists – Add fall-specific tasks like stocking candy displays, refilling hot chocolate, resetting shelves after game days, and keeping pumpkin or harvest promos fresh.

• Keep customer focus first – Fall means longer lines, but you can only serve one customer at a time. Stay positive, give each person full attention, and remember, once the busy season ends, they’re still your regulars.

• Follow up on fall projects – Whether it’s a new promo display, a loyalty push, or a weekend staffing plan, keep tabs daily. Small check-ins prevent last-minute stress when the rush is on.

Leadership That Lasts

Fall is busy, but it’s also one of the best times to build habits that keep stores strong year-round. Making a list of actions and sticking to it each day creates strong habits and stronger teams. Of course, unexpected issues will always come up. But keeping this checklist at the center ensures the essentials get done and progress continues.

The result: less stress, stronger teams, and consistent store performance.

Strong fall performance starts with a solid routine—see how C-Store Managers Start with a Daily Plan to keep things on track.

For more inspiration on leadership, check out Simon Sinek’s take on what it really means to be a great boss. Simon Sinek Noah

The post C-Store Checklist for Fall Success: Leadership Made Simple appeared first on BandyWorks.

DD Bennett is the manager at Markle and DD would tell you her leadership approach was developed the hard way.  “I’ve been with Crossroads for 18 years, It was my first job. I started in high school and just stuck with it”. Growing up in Markle, DD got to know the owners of Crossroads early on. “They must have liked what they saw. They made me feel like I mattered. They made an effort to keep me”. That early encouragement sparked a journey that would take her from teenage team member to kitchen lead to store manager.

 A Rough Start, A Strong Return

Her path wasn’t smooth. In 2012, Crossroads acquired a new location, one that included a Subway and DD was selected to manage it. “That was supposed to be my store, But “I’ll say it—I failed at that role”. At the time, she was pregnant, balancing major life changes, and overwhelmed. “I just wasn’t myself. I wasn’t doing a good job. But they didn’t give up on me. After maternity leave, they saw I was struggling, and they gave me a shot back at the Markle kitchen”. That shift back into the kitchen turned out to be the reset she needed. “They gave me space to regroup. And slowly, I got back on my feet”.

 C-Store Management Growth, One Role at a Time

Before taking on store manager duties again, DD worked through leadership in the kitchen. “It let me build up experience. I wasn’t as assertive back then—I let things slide. And that hurts morale. You have to be able to hold the line if you want to build a strong team”. Now, with years of hands-on learning behind her, she leads with clarity, and purpose. She has a kitchen manager now who reminds a lot of herself—started in high school, worked her way up. “She’s solid on food safety, knows her stuff, and follows procedure.

“We’ve built something that works”. Their store isn’t just a convenience stop. It’s a one-stop local market, especially for workers from nearby factories. “We’re kind of the grocery store around here,” DD explains. “We’ve got Broaster Chicken, Hunt Brothers pizza, deli salads, there’s a lot going on.”

C-Store Leadership Keys: Assertiveness Over Toxicity

DD doesn’t let bad energy linger. “If you keep letting one toxic employee poison the rest of the team, it spreads like wildfire. You’ve got to shut it down early”. That’s where communication comes in. Her relationship with her bosses—based on trust and consistency—is something she now models with her own team. “They’ve always backed me. If I have a problem with an employee, I talk it over with them. They’ve given me the confidence to make decisions, and I pass that same support down to my assistant managers.”

If her team spots a problem, she expects them to speak up. “I always tell them, if you see something wrong, don’t be afraid to address it. If someone give attitude and if it doesn’t change, bring it to me. I’ve got your back because that’s how my bosses have mine”.

 C-Store Leadership Key: Support, and Self-Reflection

She points to tools like their employee handbook as essentials. “It’s not just a formality. We highlight the basics when someone’s hired, and we actually use it. It’s there to bring people back to the expectations and it’s in writing.”

But tools alone aren’t enough. What makes a difference is ownership. “My bosses don’t expect me to run to them with every little thing. If I’m doing that, I’m not doing my job. But when there’s a real issue or an emergency they know I’ll let them know. It’s about judgement.”

C-Store Leadership Keys:  Advice for New C-Store Managers

“It’s communication. If you can’t communicate with your team, the whole operation breaks down.” She believes growth comes from self-awareness and striving to improve—for yourself and your team. “Knowing when to communicate up comes with confidence. That only comes from experience. For those moments that feel too big or too uncertain? I’ve been uncomfortable my whole life, I’m not afraid of jumping in and getting my feet wet and hit the ground running.”

C-Store Leadership Keys: A Culture of Confidence

Reflecting on her journey, DD credits her workplace culture for helping her grow into the leader she is today. “Not every manager is lucky. If you don’t feel supported by your higher-ups, talk to them. It all comes back to communication. I’ve been lucky. I’ve been blessed with bosses who truly support me. I do my best to pass that on.”

Read more about C-Store Manager Leadership Development

Building a Scalable C-Store Operations Team

ROI of Becoming Noah’s Boss for C-Store Operations

The post C-Store Leadership Keys: Kitchen to Command appeared first on BandyWorks.

So often we are given choices and asked to prioritize and pick. Priorities, focus, and discipline are necessary to run a successful business. C-Store operations are no exception.

Leadership for Team Building

While working with top managers to improve areas of growth and control, leadership skills and techniques are shared. Growth areas of focus include:

1. How to promptly to address issues, and train at the same time.
2. How to motivate staff and make thing fun without losing accountability.
3. Asking – What is the right type of person to hire?
4. Is there something unique about younger workers to create bad attitudes toward work?
5. And many other labor & staffing issues…

It seems no manager has a perfect store or perfect employees, but those that consistently perform well have a structured set of priorities in terms of hiring, delegating, communicating and follow-up. As problems surface and are addressed, many times, the best managers find that they must change before their staff will perform as needed.

C-Store Managers Feedback

During group discussions with managers working to improve their leadership, they often share how they have allowed staff to be confused about expectations and have not addressed problems directly nor quickly enough.

Experienced managers will often provide detailed assessments of how bad performance happened and specific areas where they bear responsibility for the mistakes. Of course, they do not allow staff errors to go un-addressed.

With patience, alignment, and consistency, they address and coach their team to improve. No one expects perfection and there are always different ways to work. The rules that seem to stick, however, are mutual respect, fair expectations, allowance for real-life, commitment to good work, and recognition of the good and the bad that happens.

Store managers expect that daily checklists are completed on-time. That is, exceptions are justified by compelling problems, not just forgetfullness. Of course, store managers lead from the front. They pitch-in and support staff. In the best teams, all staff members speak directly, and are shown by example how to address differences and how to train and support the right way to take care of customers.

Adjusting to New Operations Initiatives

Several customers have recently changed to 100% ID scanning or birthday entry. For many cashiers, they fear this change can affect customer relationships or create extra friction at checkout. What’s the right approach when ID checking older, regular customers? Tension exists when trying to comply with ID requirements and maintaining strong customer service. For managers, these updates may require breaking established habits with staff. Not every decision and policy can have 100% agreement. It’s up to team leads to explain the “why” as much as possible, while, at the end of the day, meeting compliance.

Other items, however, may have less friction when building alignment. Showing customers valuable promotions saves them money on things they love. Keeping the store fully stocked and clean means customers are happy and staff feel proud of their work. Giving extra attention, smiles, and kindness builds happy experiences that make work fun and rewarding.

The Way to C-Store Growth

Not surprisingly, when stores have loyal customers, work is balanced, profits are growing, appreciation is given, and pay is good. Staff tend to like their jobs. They find satisfaction and are more likely to stay in their work.

The Funny Thing that Happened

Retention, profits, control all work well together. Developing great leadership takes time and resources, but provides great stores, strong ROI and happy, long-lasting worker retention. Perhaps it is not so funny or unusual at all. When we have great team, everyone enjoys the job more, stays longer and gets better results.

The post A Funny Thing Happened On the Way to C-Store Growth appeared first on BandyWorks.

C-Store Operations Drivers

1. Achievement

Mike Crowell

Results matter. Operations need to know how they are doing. Managers responsible for their stores need to know how they are doing. Having a basic understanding of the numbers provides a clear picture. Basic information includes key store sales, traffic, fuel, compliance, inventory and customer service. Knowing if things are better or worse with meaningful comparisons lets the manager know if things are better or worse.

Running a store does not allow much time for number crunching so having the key information readily available is a starting point for knowing how things stand and where to focus priorities. Mike Crowell, Operations Director Small & Sons Convenience, found that setting goals and measuring results was the key to focused action. He found that “team building started once we set goals together. Before goals were set, we just found problems, but there was not much resolution. That is, after we started, then the next fire would take over and we would not get our work completed before the next problem took our attention.”

2. Alignment

C-store operations alignment with all managers is a force multiplier. Mason Cowan writes in the C-Store Growth Mindset, that it “leads to astonishing results. It enables a team to achieve performance levels that are far greater than the individual best of the team members. His list of benefits include:

• Shared goals
• Stronger trust
• Time savings
• Faster work
• Increased creativity
• Higher confidence
• More fun

3. Accountability

To achieve a top C-Store performance accountability trust must be strong. In order to operate remote stores well, there must be a level of trust. This trust must be bi-directional. Employees must believe they will have the resources they need for success and HQ staff need remote operations to perform as required. That is why many accountability coaches say, ‘Trust or Bust’. Trust is required by everyone in the organization. Trust is a natural outcome of alignment.

The combination of an objective approach to measure achievement and strong alignment typically makes accountability a natural result. While any sequence of focus can work, the accountability driver often follows improvement with either achievement or alignment. Of course, accurate, meaningful measurements of results along with strong team cohesiveness makes accountability simpler.

Once you know where you are going, the path and the resources become the mechanism to achieve the desired results. When there is a purpose, training is motivated. With the resources of time, skills, facility and product provided, the operations can be performed. Checklists, schedules, and feedback provide the mechanisms to make it clear how to do the work that is needed to achieve the required results. With measurement, performance can be assessed. Finally, with a culture of responsibility and problem solving, change is possible, so employees develop to achieve the results. With a process in place, employees’ ability to execute is simple and specific.

4. Attention

Crowell found that paying attention was the key to making a substantial improvement in his operations. The desire to do better was our key to taking the first step. Sometimes, just picking a place to start is the hardest part. We were never complacent despite havimg lots of operations defects for which we were not happy.

• Engage with people
• See the situation
• Be objective
• Appreciate quality
• Address problems
• Consider others
• Understand priorities

5. Aspiration

Looking at what is possible, rather than what is now. As Crowell stated his team started improving as he set goals. Measuring the results provides focus. Mike felt that if his team was not complacent, that is, they wanted to get better, no obstacles could hold them back. His aspiration initially was simply to have a strong operation that allowed his team and himself to enjoy their job. Of course, with success the cycle returns to goals and new and bigger goals are the natural benefit of success.

Mike is not alone in the goal setting. John Doer worked for Andy Grove when he started making computer chips. In his TED talk, he refers to Grove as the ‘greatest manager of all time’. Grove thought goals provided clarity which provide execution guidance. he argued “The objective is the direction. The key results have to be measured, but at the end you can look and without any argument say, “Did I do that, or did I not do that?” Yes. No. Simple. Hence, the desire to be great, the setting of the goal and its measurement make the cycle robust and successful.

C-Store Operations Impediments

1. Complacent

BJ Cooper

Attitude and effort are key hiring traits. BJ Cooper. district manager at JD Streett, summarizes the challenges with complacency when trying to achieve c-store growth: “Going through the motions, or hearing an employee describe their job as ‘I am a cashier at the local gas station, it pays the bills’” is a complacency red flag.  A job has to provide income of course, but if the check is the only thing, it almost never works out. Complacency is even more of a problem with new managers, assistants and supervisors. The lack of lack of ambition or a growth mindset is a huge red flag.

Focusing on the hiring, avoiding short-cuts is a natural place to begin. However, many managers find that personal interaction and getting their staff to open up and share their goals can remind both the manager and the staff about their motivation. Good hiring and strong leadership can remove this obstacle and turn it into a motivated driver.

2. Neglect

Perhaps the last stage or worst trait of all the five c-store operations drivers and impediments is just not paying attention or caring. Sometimes, neglect can be a circumstance rather than a choice. For example, if one manager has to cover three stores and one is far away and just not large enough to justify time, when the other two stores are so much bigger. Sometimes neglect is the best of bad choices. However, having such a situation is typically the result of long-term problems that have not been addressed.

Once neglect is the driver, it is both good and bad. The bad, of course, is that things are really bad. The good is that any attention and good work will make things better. Some people that have a lot of patience thrive at removing this issue. With enough time and patience, these stores or operations are very rewarding to put back on a path towards success.

3. Unreliable

Finding ways to remove the impediments (the red backward arrows) came from a desire to get better. One of the key symptoms of missing accountability is the lack of reliability. In their book, Bandy & Cowan list the common phrases used that reflect missing accountability. This way of thinking or working can be identified with phrases or situations such as:

• Does this person really care about their work?
• I must tell them every single step.
• No one tells me about problems they experience.
• There is no work ethic anymore.
• No one tells me anything, there is no communications going on.
• My boss doesn’t care about me.

Addressing the problems in an operation can happen with small steps. Just the desire to improve can be enough. For example, “I got help to set goals and that is when the move from red to green happened. We were not ever complacent, but we were unreliable.” according to Mike Crowell, Operations Director, Small & Sons Convenience Stores.

4. Conflict

While conflict is unavoidable, the right kind of conflict is needed. Teams that have strong alignment will know how to communicate and share ideas about improvement. Such a conflict is based on a desire to improve or fix problems. The kind of conflict that hinders operations are personal and misaligned efforts. It is perfectly reasonable for individuals to have their own needs and goals. However, individuality should not be in conflict with one’s work goals or there is not a synergy and fit to make things better. As opposed to a well-aligned team, those without a shared vision or mission will have a harder time addresses problems or communicating with full trust.

Healthy teams are not afraid to avoid problems or make suggestions. There is no conflict when respectful feedback and communication is used to make things better. Everyone knows the challenges and effort needed, however, to spend time motivating and chasing teammates to do their work.

5. Mediocre

The lack of a desire to improve is often a definition of mediocracy. Few expect their teammates to be perfect or achieve unreasonable targets. Everyone, however, expects an effort and the ability to know that each person is working to help contribute. Aspiring for better does not mean unrealistic dreams, or seeing the world differently than it really is. Giving up on the possibility, however, tends to create a negative force and limits the ability to maximize improvements and build trusting teams.

Improving C-Store Operations

Many question where to start and how long it will take. Others just focus on the next thing. The interesting thing about cycles is that they tend to work together. Many find that those that have some level of motivation can make small progress from either getting rid of an obstacle or by making something just a little better. It is not necessary to have the full plan in place or understand all the strengths and weaknesses. A desire to start is enough. The will to change is enough to grow and control the five c-store operations drivers and impediments.

Addressing change management as operations adjustments are implemented helps to keep the positive cycle in effect and makes it possible to remove those negative forces that impede operations. As you move forward and learn, consider these aspects of change management:

• • Buy-in
  • Respect
  • Win-Win
  • Pace
  • Fears
  • Progress not perfection

Additional Resources for C-Store Operations

Three Aspects of C-Store Operations ROI

C-Store Managers Start with a Daily Plan

C-Store Performance Accountability – Trust or Bust

Grandma’s Secret Sauce for C-Store Accountability

Resources

The post Five C-Store Operations Drivers and Impediments appeared first on BandyWorks.

Onboarding starts with the hiring process. The candidate’s selection may overlook known issues, or may not verify that the candidate is a fit for the job. Of course, in a staffing crisis, it is tempting to make exceptions just to get a body in the store. However, if there are missing skills, attitudes or situations that limit work attendance/performance there is a cost. This cost is one example of onboarding debt. C-store operationas require strong onboarding – it takes time to provide and time to complete. Putting staff to work that are not fully onboarded means risking rework, bad service or making other staff do more.

Onboarding Takes Time and Resources

Onboarding debt will have to be paid. It may mean the manager has to do more work, other staff must cover, or the service will degrade (e.g., shorter store hours, poor service, incomplete work). Once hiring is done, then the work to ensure the new hire knows the job begins. Having procedures, explaining the schedule, establishing the company expectations for its brand, and level of service must be addressed. Of course, giving the new staff the opportunity to work initially with the oversight and guidance of experienced staff is basic minimal onboarding.

Obviously, the best companies do a lot more. Those initial training items that are skipped, rushed or improperly completed reduce the capability of the new hire’s knowledge and skill. Onboarding deficiencies can be made up with experience, retraining, extra hours and learning the job. However, the onboarding costs will be paid:  either by other staff and/or the customer’s experience.

The Impact of C-Store Onboarding Debt

C-store onboarding impact is easy to see when not done well. Staff are overworked, managers become frustrated, turnover grows, and the work environment is not pleasant. The debt includes:

1. Manager overload
2. Bad customer experience
3. Inneffective loyalty utilization
4. Overly dramatic/unpleasant work environment
5. Lost customers
6. Lower sales
7. Higher overtime
8. More shrink
9. Increased fines
10. Run-down physical locations

Paying Off the C-Store Onboarding Debt

There are many ways to pay the cost of onboarding. Many argue cost increases the longer the full onboarding is delayed. These onboarding tasks address:

1. Hiring
2. Alignment
3. Process
4. Works Skills
5. Practice/Feedback
6. Mistake Assessment
7. Personal Goals
8. Personal Needs

Hiring

Hiring is the start of onboarding. Short cuts with hiring multiply problems during the initial training period. Simon Sinek recommends brutal honesty when recruiting and interviewing. In order to have a fit and achieve alignment with the team member, it make sense to allow candidates to self-select. Further, the interview process should provide questions, interactions, and enough exposure that both the candidate and the company understand if both would like to be on the same team.

It takes more time to pick and there may need to be an earlier start, but without a fit the later work to attempt to force good teamwork may be much more expensive. Worse, it may mean that the new hire quits (or could be fired in really bad situations) and require the entire process to start again. Repeated training, slow learning or poor performance may result and thus begin the onboarding debt

Alignment

Building a team is one of the results of strong onboarding. As stated in the book, C-Store Growth Mindset, teamwork requires purpose, trust, and time. Having candidates choose to join as their personal goals and preference match the vision and culture of the company, provides the foundation for alignment. Honesty in the recruitment process regarding the way the team works together helps candidates choose. Even better, it establishes a promise that when fulfilled during onboarding creates trust with the staff member.

As with all onboarding work, time is required. It takes time to fully understand how to work and interact with team mates and customers. The training of new staff, will exemplify the true values of the company and establish the actual culture that a worker feels and delivers.

Process

Operational processes define the specific work tasks, responsibilities, frequency, and tracking requirements that guide operations. They are the specific guidelines to operate the company to achieve its vision and mission.

Each responsible team member needs to know the processes that they are responsible to fulfill. Additionally, it is important to understand other processes that support the team to know when to ask for help or escalate incomplete work that hinders their work. Team work is not only doing our own job, but assisting in communication of incomplete work (e.g., maintenance, supply, regulations).

James Clear, author of Atomic Habits, states that ‘It’s the systems and processes – the habits – that drive our success’. He emphasizes the development of focus on the things that lead to the results. For example, we may not be able to control traffic or market basket size, but we can ensure the store is clean, well stocked, and service is friendly and welcoming. As part of his research and findings there is the concept of building an identity around the habits that create success.

With great onboarding, not only are staff well trained on the work skills and responsbilities, but also the culture of delivering the work. The process serves the teamwork.

Work Skills

Training for work skills is perhaps the most understood, anticipated and tracked part of the job. We know we have to get them to sign payroll forms, learn how to clock in/out, run the cash register and where to find the supplies. What may not always be addressed, however, are the important parts such as greeting, cleaning, stocking and making the store a pleasant place to visit. The frequency, time, and approach to the job makes a difference.

It is safe to assume that a person wants to do a good job and would like to know how to succeed. Taking the time to explain the responsiblities for the job and to explain the documentation and follow-up process allows a new staff person to meet expectations. Asking questions and emphasing the key areas of concern engage the new hire.

It is important to remember that onboarding can be stressful. There may be hesitancy to ask for clarification or slow down the trainer – especially a trainer that seems to be in a hurry. The onboarding provides lots of time to address the reason why a job is done and why it matters to the customers, the manager and the other workers at the store.

Practice/Feedback

Staff feedback is perhaps the most overlooked part of onboarding. Staff that want to learn crave feedback. They do not know how they are doing until they experience the results of their actions. Further, many argue that learning does not existing unless knowledge is put into action. In order to positively influcence the impact of c-store onboarding-debt each staff must execute and use the onboarding work and recieve feedback. This feedback is paramount to learning and positive results. Role playing situations, having new hires shadow top performers, repeating the same tasks to gain confidences are straight-forward and effective ways to train. Providing time to work with encouragement and helpful tips, allows understanding to come from action. Positive and clear feedback yields strong skills and high confidence.

Mistake Assessment

Errors and problems will happen. Every store manager understands that operating a store involves dealing with problems. The right person, with the right personal goals, aligned with the chain values, brings a great attitude to work. Mistakes are just part of the regular work. Learning and fixing issues is the key. Great onboarding and great management does not mean there are not problems. However, the problems just do not seem so bad with staff aligned towards a shared goal.

Personal Goals

Alignment, often referred to as buy-in, requires a personal connection. When managers understand staff personal ambitions, dreams, and plans it makes it much easier to connect and coach. Obviously, when someone feels they are on the path to their success, they have higher motivation and a willingness to participate fully.

One of the easiest ways to build teamwork is to spend some time with your staff. Getting to know them over time and building trust will increase the interest and desire to learn more. Great store managers know their staff and their personal goals. They help them to find the right opportunities for extra hours, new training, supervisor or management development, and days-off to attend special events. These opportunities can be offered to show appreciation and increase the team commitment. Store managers and supervisors can consider these questions as they plan their staff reviews and coaching sessions:

• How much time is allocated for managers to get to know their staff?
• What are the key interests for each team member?
• How does each person like to communicate?
• What types of appreciation matter the most?
• Which ones like to offer new ideas?
• Are there some members that see problems that make service harder?

Personal Needs

Similar to personal goals are personal needs. These items however may be more important. They directly impact how one may be able to fit into the store work. Needs may be thought about as limitations or short-comings. C-stores often work 7 days-a-week and long hours, even 24 hours a day. Some workers are only able to work certain days and certain hours. Such limitations may be due to child care, another job, transportation or even legal restrictions.

When hiring, getting the personal needs established and confirming during the onboarding can help to build trust and expectations for both the new hire and the store management. It may be useful to ask more questions in the interviews and to re-establish once the new hire starts work:

1. What is your availability to work each week?
2. Are there any issues that may impact your availability for scheduling?
3. What are your preferred working days?
4. What types of things could impact your ability to work the scheduled shift?
5. What types of training do you like to receive?
6. Do you have any learning limitations that our trainers need to address?
7. Are you able to lift boxes, empty trash, perform physical jobs?

Related Sources for C-Store Onboarding Impact

Convenience Store News Convenience Foodservice Exchange – Investing in Food Service Success

Three Aspects of C-Store Operations ROI

Resources

The post The Impact of C-Store Onboarding Debt appeared first on BandyWorks.