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.

Summary

C-Store managers are essential to the success of convenience stores. The panel highlights that effective store management, particularly in leadership and team building, is paramount to achieving c-store operations consistency, enhancing customer experience, and ultimately driving financial performance. They discuss the challenges and strategies involved in developing c-store managers, especially those promoted from within, and stress the importance of fostering a supportive culture that allows for growth and even mistakes.

Keys to Maximize C-Store – Leadership Development ROI

C-Store Manager as the Linchpin:

The core idea is that a good store manager is indispensable for a store’s success, regardless of its size. Their impact directly translates to operations consistency, customer experience, and financial outcomes. Tom Bandy, Founder, at BandyWorks, sets the stage by quoting, “It doesn’t really matter how big the store is. A decent manager can make it work. But if you get a bad manager, it’s just going to be problems.” This underscores the foundational importance of this role.

Leadership Over Numbers

Darrell Meek, Operations Manager at JD Streett & Co., makes a powerful point: he prioritizes developing store managers as leaders before focusing on financial numbers. He believes strong leadership naturally leads to positive financial results. This means focusing on the “people” aspect first. Meek explicitly states, “I don’t want the managers focusing on numbers, I want the managers focusing on being a leader… they have to be a good leader and develop people under them because if they don’t, there are no numbers. The numbers are bad.”

Born Leaders vs. Developed Leaders

While Darrell believes people are “born leaders” (possessing innate leadership traits), both he and Stephanie Galentine, COO at Lassus Brothers Oil, agree that ongoing coaching, development, and support are crucial to cultivate these abilities. This highlights the idea that while some have a natural inclination, everyone can grow as a leader with the right motivation and environment. Darrell elaborates, “I’m a firm believer that you cannot I cannot teach anybody how to be a leader. People are born leaders. You’re either a leader or you’re not.” However, he quickly reconciles this by adding, “When I say they’re born a leader, that doesn’t mean that they’ve mastered the tasks. What I mean by that is they have the ability to grow as a leader.” Stephanie echoes this sentiment regarding potential, saying, “I would go as far as saying I think everyone can be a leader if they’re motivated to be. So, they certainly need coaching. They certainly need depth and structure and support.”

The Importance of Culture and Trust

Stephanie emphasizes that a supportive culture where employees feel valued, appreciated, and part of something bigger is key to retention. This goes beyond just messaging; it requires consistent action, protected time for training, and creating a safe space for discomfort and learning from mistakes. Stephanie highlights their retention by stating, “The cool thing about our culture it’s hard to leave us and we really rely on that.” She further connects action to messaging, asserting, “If I’m not willing to protect the calendar and put space in the calendar and bring people together…and make time for training then my words aren’t matching my actions.” She acknowledges the intangible value, noting, “It is very messy. It does not have a number and a profit generator to it that you can throw on a financial, but 100% it changes all aspects of the customer’s experience.”

Delegation as a “Cheat” for Busy Managers

When managers feel overwhelmed, Tom Bandy and Darrell suggest that teaching them to delegate effectively is a primary solution. This frees up their time to focus on leadership and strategic tasks. Darrell describes the common manager complaint: “That’s the number one thing I hear from anybody when I roll out any program is how am I supposed to do that? How do I have time to do that?” His solution is direct: “The first thing I say to a manager when they say, ‘I don’t have time for that.’ I’ll say, ‘Okay, what can we delegate off of your plate to make that time?'”

Internal Promotion and Development

Both Lassus Brothers Oil and JD Streett & Co. largely promote store managers from within, often starting as cashiers. This deep understanding of c-store operations is a significant advantage. However, it also necessitates robust training programs to transition individuals from high-performing team members to effective leaders who can manage diverse personalities and difficult conversations. Stephanie notes, “The majority of our managers have moved up through the organization. So most of them…started as part-time or night shift.” Darrell takes it further, saying, “90% of our managers have started as a cashier. In fact, when we have to hire a manager from the outside, I just tell everybody I failed because we didn’t develop our people.”

Valuing Mistakes as Growth Opportunities

Darrell explicitly states that he wants managers to make mistakes as long as they are trying to improve. This non-punitive approach to errors fosters a learning environment and encourages initiative. He passionately declares, “They’re going to make mistakes. They’re all going to make mistakes. I want them to make mistakes. That’s how people grow. If you don’t make mistakes, you’re not going to get any better. There are no repercussions for managers when they make a mistake if they’re trying to make to trying to make their location better. That’s our culture, the freedom to make mistakes.”

Identifying Leadership Potential

Both companies have open processes for training and job applications, allowing individuals to self-select and demonstrate their interest in leadership. They also actively look for “attitude” and leadership traits even during initial cashier interviews. Interviewing and providing coaching to those not selected for a role is also a practiced strategy to encourage future growth. Darrell mentions, “We have a saying that we hire for attitude to begin with.” Stephanie details their open approach: “You can volunteer to participate in a lot of our trainings… And that brings forward leaders.” She adds, “We’ve actually begun doing that because we experienced the injury of not doing that in the past. Prior generations, we didn’t do that. We offended people. We lost people because we didn’t have an open format.”

Employee Retention through Valued Leadership

The webinar reiterates the well-known adage, “People don’t leave companies, they leave their manager.” Investing in manager development is directly linked to higher staff retention and a more positive customer experience. Stephanie profoundly reflects, “I can’t even begin to count how many people I know are still here… not because they love punching a register and not because they love cleaning a bathroom every hour, but because they feel like they’re part of something bigger and they feel appreciated and they feel like they’re invested and they feel like individually they’re important to me, they’re important to their supervisor. They’re important to our ownership.” Darrell concisely concludes, “People don’t leave companies, they leave their manager is what everybody knows.”

Training Timing and Layering

Stephanie notes that the impact of training can vary based on the timing of the message in relation to a manager’s current challenges. Consistent, layered training that builds upon previous concepts is more effective. She explains, “Sometimes messages have timing to them, right? So, I might hear it in the spring, and it not really touch what’s going on in my world so it really is kind of a throwaway lesson or thought and then come fall I’m literally in the middle of something and that very same training could hit differently.” She stresses the importance of “layering, you know, you’re adding a theory to the last three theories.”

Watch the entire video of the panel – Maximize C-Store Leadership Development ROI

NACS Related Training Options for C-Store Operations

Develop Your C-Store Manager Operations Economics October 15, 2025 8 AM

Develop Your C-Store Operations Team  October 16, 2025 8 AM

Related Links – Maximize C-Store Leadership Development ROI

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

Three Aspects of C-Store Operations ROI

Store Manager ROI Strategy

The post Maximize C-Store Leadership Development ROI appeared first on BandyWorks.

1. Clarify problems
2. Learn how your team thinks
3. Encourage new thinking
4. Appreciate staff knowledge and skill
5. Respect your team

Probing Questions

Questions help to get answers and share information effectively. The goal of communication is to share the same view of a situation, problem, or experience. Great questions not only remove assumptions and provide an accurate understanding, they also provide the opportunity for participation, thinking, respect and even appreciation.

It is helpful to avoid embarrassing, harassing, nagging or tricking anyone to maximize the value of questions. Ensure that the question is delivered with a tone and intention to help everyone find the truth and share it as needed.

Things to Avoid in a Question

1. Gotcha points – avoid trapping anyone accidently or intentionally
2. Sarcasm – respect your teammates
3. Harsh tones – lower the temperature to avoid panic and fear
4. Complexity – make it clear what is being asked
5. Interrupting – provide time for the full answer

To maximize the value of questions, consider how you enjoy sharing with others. That is, think about what makes a conversation enjoyable and productive. Discomfort is not entirely avoidable, but the more trusting and safer the situation, the more likely new insights can be shared.

Clarify Problems

When c-store problems happen, they must be fixed.  It may be impossible to avoid all problems, but everyone wants things to run smoothly. When things break, back up, get too dirty or just are not as they are needed, c-store managers fix them. Without addressing the problem fully, it will often happen again and again. Ensuring that a problem is both fully solved and will not happen again is the goal. Questions are a key management tool to not only fixing the problem but making changes to minimize or avoid them in the future.

Not All Staff Are the Same

Managers can assign work and give instructions to do the work and some staff will learn from this approach and the issue will be resolved. Some will even apply this better approach to their future work. Others, however, may think they only have to do the work they are instructed to do. Worse, some may believe that they are not to do anything unless they are told do so.

When things go wrong, asking a few questions such as what happened, how long has it been happening and what has been done to fix it can shed a light on the severity and longevity of the issue. A few more questions about how the problem was recognized and if any related work has been done such as bathroom cleaning or temperature checks that may impact a problem with a bathroom or a cooler. Further questions as to how much time was needed to clean the bathroom, may uncover plumbing issues or heavy traffic that impacted the bathroom cleaning cycle. A cooler may be a result of suppliers loading the cooler, heavy traffic or a failing compressor.

Depending on the staff, sometimes a few simple questions illuminate a problem:

1. How did it happen?
2. What can we do to prevent it?
3. What has been done so far?

Understanding the Problem’s Human Source

As questions answered, dialogue often occurs that will explain the situation. Knowing if it is a staff skill, workload or attitude issue helps to pinpoint a solution. A broken compressor requires repair. Even if there is no one available to repair the cooler, there may be work that needs to be done immediately to minimize any spoilage. Even without a full solution, their may be a partial or temporary fix. Measures may be need to restrict access to maintain temperatures or moving things to working coolers to avoid spoilage.

Obviously, some problems are very simple and do not need a lot of in-depth technical analysis. Even simple problems, however, if they keep happening may deserve attention and investigation (i.e. questions and discussion). For example, if a crew consistently has dirty stores and low sales, there may be a problem with staff, management or the customer environment that needs attention. Many times, staff will not share important information about bad teamwork or work performance unless they are asked.

Learn How Your Team Thinks

Answers to questions show how someone thinks. Those with lots of experience, will have a large base of problems and fixes at their disposal. Even with solutions that may not be the fastest or most long term, it is clear to see how someone approaches a problem. Many times, a new approach may prove to be better rather than just doing it like it is always done. Other times, the old way may be easier and more long lasting. Regardless, know how the person thinks provides the opportunity to ask more questions and get more feedback. It also allows other ways to analyze or address problems to be shared.

Most problems have to do with work that is not done, done partially, or done too late. This can be overseeing suppliers, cleaning bathrooms, stocking shelves, or any tasks in the store. If the work has not been done well and is not addressed, the staff will learn that the past way of work is acceptable. That is, lack of follow to ensure proper work allows staff to feel that their work is satisfactory. Follow up is a great way to maximize the value of questions.

C-Store Onboarding

When interacting with staff with questions, they get the chance to answer and learn. When the questions and the feedback or positive and encouraging, they stay engaged and learn new techniques. Ideally, when tough situations arise, they have some direct examples or some guidelines to put into action. Of course, new things always pop up. Given them the confidence that you will support them as long as they are professional, encourages great customer experiences and keeps the staff confident they are trusted. Everyone wants to know the boss has their back, as long is they are trying to do the right thing. Even if things go wrong.

Encourage New Thinking

C-store managers typically do a lot on hiring and training. Spending enough time without wasting time with too much detail nor rushing and not ensuring completion leads to turnover and problems. On-boarding is more than just skill and compliance teaching. Obviously, there are basics, like POS operations, shift duty assignments, payroll and governmental rules that must be explained and ‘told’. However, there are so many nuances to serving people, that c-store cashiers need to also know the culture or approach to customer interactions. Using examples in the store, sharing past experiences helps. When managers ask staff how they would handle certain situations and give feedback they allow safe learning. Even better, when cashiers get to think about situations and ask about past experiences, they build their customer service toolkit. Learning is another way to maximize the value of questions.

Promote Analysis and Sharing

Most c-stores, have numerous hours of operations in which cashiers work with clients, clean or stock with little or no supervision. By using questions and sharing ways to think about problems, staff gain new skills and confidence to approach problems directly. Empowering the staff to think and try different solutions (while maintaining basic safety and compliance guidelines) streamlines work and keeps things moving. Managers need time to rest, and staff need the confidence to make decisions for the things they can handle themselves. Using a checking process that respectfully learns with questions can reinforce great decisions and improve ones that are not as good as needed.

Appreciate Staff Knowledge and Skill

All c-store managers know that staff appreciation is their super-power. Giving praise and recognition is so important to build teamwork and alignment. Positive feedback is the grease of c-store operations. However, not all praise is equal, and some praise can be harmful. Praise needs to be genuine and specific. Telling someone they did a great job without even knowing what they did can make the person feel cheated or manipulated. Further, some people are less open to public praise and prefer a quiet way out of the spotlight. But everyone needs to be recognized for their work and effort.

A counter-intuitive, yet highly effective form of appreciation can include questioning. After recognizing good effort, it can be both a learning experience for yourself and others to ask how the good results were achieved. Be careful not to take away the credit when asking staff if your feedback help. However, asking questions and getting the response is a great way to reinforce and strengthen a good work process.

Respect Your Team

As part of the overall balance with staff and management, it is important to show proper respect for everyone. While c-store management requires respect and some hierarchy for tasks such as scheduling, compensation, and compliance, the more equal we make the work the more we focus on customer experience. Most c-stores focus on manager and staff retention as a key to their success. Many studies and common-sense show that staff leave when they feel they do not have a path forward for themselves, their career is not being addressed or their boss is not supportive. Showing respect and fairness is key.

With all interactions avoiding the negatives such as ‘gotchas’, sarcasm, harshness, undue complexity and rudeness are the basics for respect. While we are all prone to stress and mistakes, good c-stores operate in a pleasant and positive environment. Avoiding the negative styles it the basic expectation for workers.

Respect Through Involvement

Getting buy-in and a growth mindset occurs when all the CLEAR goals are achieved – clarity, understanding, learning, appreciation and respect. With such a great environment, asking staff their ideas with questions not only shows respect and equality of capability, it provides new ideas that makes c-store operations grow. The staff is the most expensive and important factor in c-store growth. Involving them fully provides a great way to provide value and meaning to the staff and their careers. As a bonus, it also makes c-store operations better.

Everyday Management and Questions

Everyone knows how to ask questions. When done well, questions engage your staff and help them to learn. Some even say that coaching is more about questions than anything else. Spend some time to think more about questions. Encourage your team to ask you questions and challenge your thinking. Focus on the positive, the learning and watch your c-store growth!

Learn More – C-Store Management Questions CLEAR the Air

Read our books on c-store management

Watch videos from managers on how to ask questions and build teamwork

The post C-Store Management Questions CLEAR the Air appeared first on BandyWorks.

Store Managers Deal with Reality

Keeping a store fully staffed means making decisions about hiring and firing. All too often, enforcing rules for attendance, theft, respectful dialogue can test a manager’s resolve. The pressure to increase sales, avoid overtime and monitor theft creates stress to achieve seemingly competing goals. Many store managers deal with staff that have hard life choices where money is insufficient to meet their daily needs. Many must address addiction, depression, abuse and other parts of life’s roughest and toughest situations.

Managers deal with death from overdose, staff that are abused, and single parents trying to raise children without baby sitters. The pressure to make decisions and keep the store on track can be overwhelming. In the midst of this reality is the demand to perform and manage the store. These pressures mixed into the regular demands of operating a functional store that is growing sales, ensuring profits and maintaining the long-term customer relationships can be daunting. Providing the right support, tools and guidance is critically important to a store manager’s success.

C-Store Managers Are Key to Growth

The manager in a c-store is one of the most important aspects of a store’s performance which may be actively influenced. Once a store is purchased, built/renovated, reset, and established, the on-going performance is impacted most by the store manager. Obviously, changing the location, branding and setup is not quick nor easy. The store manager, however, can significantly impact store operations on a daily basis. Therefore, ensuring the store manager has the right information, the correct priorities and the skill to execute is a crucial responsibility.

Leaders must provide the necessary resources and provide sufficient time to do the work. Training and work balance is dynamic. Too much training, paperwork, or supervisor interaction may increase the feeling of  overload. Too little support and the store manager control is dependent on individual capability, desire and execution. Increasing store manager effectiveness can greatly impact c-store growth while also reducing c-store manager overload.

C-Store Managers Overload

Typically the first one to open the store each weekday, a store manager has a full set of work just like all cashiers. Additionally, they must hire, coach, order, follow-up, train, analyze and notify owners of the important stuff. Of course, managers never want to bug supervisors with the small items they get paid to handle. So they must have the ability to assess the importance of the job and how it will impact overall customers service and store profitability.

In addition to the normal challenges, each day brings a host of issues to address. Sick days, bad attitudes, staff turnover, out of stock items, truck day, and upset customers are often just a ‘normal’ part of the day. The work days has so many small tasks that require immediate action, it can be hard to find time for the more challenging work of hiring, training, analysis or those things that require more thoughtful review or assessments.

The ability (skills) needed to work with customers all day, assess the right hire, address incorrect work, promote the right person to a different job is hard enough. Add to those items the detailed thinking work to assess and resolve store growth or shrink makes every day a challenge. It takes people skills, industry experience, a good ‘BS’ alarm, detailed money handling, inventory tracking and overall common sense to keep all the store systems and facilities up and running.

Coachable Insights Reduce Overload

Providing a set of data that is easy to read and comprehend in 5-10 minutes while also addressing the numerous areas of concern is one way to keep the managers work load balanced. However, this can add more work initially and create stress for those that do not handle change or new technology easily.

Ideally, a store manager will get a short set of items that can be scanned quickly (3-8 minutes). A list of  potential problems, top performing products, and staff that deserve recognition or may need coaching. Delivery must be easy and convenient. Email, texts, internal display screens or simple employee web sites allow managers to receive data without having to remember or schedule time to pull the reports.

The key is to keep the information short (lists of 5-8 items). Show the things that matter most. Highlight opportunities for training. Ensure upper management reviews and uses the same data that store managers receive. When looking at the same data in the same format, with the same frequency, the management discussions can be simplified. Having everyone on the same page, reduces miscommunication and makes it easier to establish a set of expectations. Overload is reduced by saving time looking for problems.  There is less frustration  when everyone can see the same issues quickly.

C-Store Labor Shortages & Back Orders

Keeping the stores open requires enough staff to cover the working hours. Short term issues can be addressed with overtime and even sharing staff from other stores. However, these solutions add both expenses and additional stress for both the staff and the managers. C-store staffing typically has high turnover relative to other industries. Tight labor shortage and competition from other  industries reduces the fear of job security among staff. When employees have lots of job options, the risk of antagonizing team members with necessary corrective seems greater. So now,  managers have the extra stress of avoiding further staff turnover due to management or personal mistakes. Keeping strong relationships and having great communication skills are crucial.

The frequent unfilled orders add extra work load as well. Following up with vendors for key products, and ordering extra stock takes extra time. In addition to the extra work tracking products, missing products can significantly reduce sales. When key products are not available, customers may turn to other stores or just buy less.

Management Coaching

It is important to set guidelines and provide support to managers to address the extra work along with the demand for even greater professional interactions. The pandemic has left us with more family emergencies and less help for sick kids and elderly family members. Nonetheless, certain work behaviors must be addressed. Finding the right way to coach and assist that helps the staff as well as the store operations can be achieved. It takes skill and patience. Providing training, bringing in upper management for difficult meetings and just allowing the managers a chance to share their issues all keeps the work in balance. Managers are key to having staff feel appreciated as well as helping them to learn and practice new skills.

C-Store Managers Isolation

C-stores are active places with lots of visitors and opportunities to talk and share. Hundreds of customers, numerous vendors and several employees all come in each day. These interactions are mostly quick or require instructions to staff, however. Managers, move from one task to another and have lots of checking and paperwork to address. This means a continuous flow of small decisions along with several bigger issues depending on staffing, stocking or other emergencies that happen on a frequent basis. So even though there is so much contact, the store managers often report a feeling of isolation.

They do not have a lot of contact with peers that are doing the same job. It can be useful to arrange for meetings or events to allow the managers to share their stories and hear from others. Often the chance to confirm their decisions or learn new ideas provides a break and a sense of belonging.

Interested in more information for store managers? View our books and workshops

The post C-Store Managers Are Facing Challenges appeared first on BandyWorks.

The C-Store Growth Mindset book has been published. The findings are based on a decade of operations and a career of retail data analytics. It chronicles family chains that practice the growth mindset to grow their chain. BandyWorks’ Tom Bandy and Mason Cowan published field-proven case studies of principles and best practices that enable high growth, high profit c-store growth.

“During my career, I was fortunate to be part of teams with big missions. They made products and services that stopped bullets, prioritized organ transplants, produced high stock returns, and increased factory production. Working with great companies like Dupont (Kevlar), UNOS (organ transplants), GE Capital, and hundreds of manufacturing companies, I worked on teams that produced data analytics that made products better, improved management and streamlined work.” explains Tom Bandy, Founder of BandyWorks. For the last decade we have used this experience in the c-store world to help make retail operations more profitable and less complex.

Independent research for C-Store Growth Mindset

To ensure we correctly defined the principles, Mason Cowan found and reviewed over 20 university and other resources to ensure our accountability principles were validated by independent professional researchers. Here are a sample of the research findings that confirm the principles.

C-Store Case Studies

Most importantly, we include half a dozen case histories with our clients to document operations-tested approaches using the growth mindset. The case histories include:

1. Garrison Food Mart – Family, Focus and Priorities – 13 stores
2. Split Stop – Staff Are the Most Important Part – 19 Stores
3. Star Express – 8 stores & Express Lanes – 9 stores – Communication Is Key
4. McIntosh Energy – 4 stores – Make It Clear, Simple & Easy
5. Sunrise Convenience – 42 stores – Focused, Easy Actions. Trust Your Instincts
6. Smith & Shores – 12 stores- Make Time to Track

“All five principles are used everyday in my work. I cannot just pick one. This new book is a concise summary of things we do every day. I like it as it just makes it easy to focus on the things that just make sense” observed Greg Hendricks, of Garrison Food Mart (13 store chain in Texas). “We know these things, but the book is a great tool to help us use it daily. We are all busy and it reminds us of what we need to do.”

The book recognizes that c-store operators are great businesspeople. They want a simple way to implement an accountability system. The results of the case studies show how family chains are using best practices to recognize and motivate staff. “We want our staff to achieve great results and work in a store where they like serving customers and having a great team” stated Sam Bhambratt of Split Stop, in Augusta, Georgia.

Accountability Principles

The accountability principles of vision, teamwork, goals, process, and follow-up. The specific explanations with both research and case studies make it easy to share and apply to the everyday work of convenience. Accountability fits best into a system that matches the work culture and is created to support the primary purpose of the company.

You may read more about the book online.

You may order the book from Amazon.

The post C-Store Growth Mindset appeared first on BandyWorks.

Breakout Session

C-Store Performance for Jobbers – Growing Your Business Through Successful Dealers 

“C-Store Performance – The proven way to increase sales, simplify work and make time to grow.”

Presented by BandyWorks CEO, Tom Bandy

If the dealers to whom you distribute fuel are successful, you’ll be successful too.  Individual c-stores will succeed if they are attractive to customers and do all the basics right.  But your dealers will also succeed if they grow through acquisition or through adding new stores organically.  But uncontrolled growth can also be a path to disaster, and this session will show there are distinct phases to multiple store growth, each with its own unique set of issues to overcome.

Who Should Attend?

• Jobbers
• C-Store Owners
• Operations Directors, VP’s
• District Managers

For more information, Southern New England Energy Conference Schedule

The post Growing Your Business Through Successful Dealers – Southern New England Energy Conference Monday, Sept 24 10:00 AM appeared first on BandyWorks.

Opportunities, examples and action lists
M-Pact Get Free Tickets – Store Performance Boot Camp

Topic – “Five Store Performance Webinars – All in One Day”, presented by BandyWorks CEO, Tom Bandy
Take one, or take them all. Four days available. Sign-up and bring your store managers.

• March 20, 2018 – Tuesday
• March 27, 2018 – Tuesday
• April 17, 2018 – Tuesday
• June 5, 2018 – Tuesday

• 10:30 AM EDT Cleaner Bathrooms
• 12:30 PM EDT Keeping and Developing Store Managers
• 2:00 PM EDT Accountability – The Secret Desire
• 4:00 PM EDT Simplifying C-Store Operations
• 6:00 PM EDT Increasing Sales

Who Should Attend

• C-Store Owners
• Operations Directors, VP’s
• District Managers
• Store Managers

Best Practices

• Daily Check List
• Plan versus Actual
• Tracking Problems
• Store Manager Retention
• Up-Selling
• Inspecting Work
• Store Operations
• On-Boarding Staff

For more information, visit https://bandyworks.com

The post M-PACT Free Tickets – Store Performance Boot Camp appeared first on BandyWorks.

Opportunities, examples and action lists
Spend 45 minutes to hear how top C-Store Operators are achieving dramatic results using common-sense management techniques.

Topic –  “Managing Store Performance – Life is Too Busy to Waste Time”, Presented by BandyWorks CEO, Tom Bandy

March 7, 2018, 8:30-9:30 am

Meeting Room – 208

Who Should Attend

• C-Store Owners
• Operations Directors, VP’s
• District Managers
• Store Managers

SE Petro Store Performance – Best Practices

• Daily Check List
• Plan versus Actual
• Tracking Problems
• Store Manager Retention
• Up-Selling
• Inspecting Work
• Store Operations
• On-Boarding Staff

For more information, visit http://sepetroshow.org/jc-seminar/

The post SE Petro Store Performance Workshop – Wednesday, March 7, 8:30 AM appeared first on BandyWorks.

BandyWorks has decades of custom and product development experience. Having expertise in systems integration and C-Store custom development it quickly has become the company to go to when wanting to get better information that what a typical C-Store Operation is getting.  We provide not only the first Business Intelligence built specifically for C-Stores that improves C-Store performance but also can program for your existing systems to get what you need from them.

Quik Data is our answer to the statement that C-Stores have too much data to be able to use it effectively.  It uses your data to monitor and report  performance metrics to help you find your issues more quickly but it also initiates the resolution of the problems that it finds.   It also allows you to view the trends of your business over time so you will  understand the patterns of your business flow of revenue to differentiate problems from normal ebb and flow.  Put more simply, it merely tells you what you need to know instead of telling you everything.   The easy to use interface can run on any mobile device keeping Supervisors to Executives entirely in the loop of what is going on in every store, every day.

Tom Bandy, CEO of BandyWorks commented, “It is so rewarding to have our hard work and innovative solutions recognized by this leading international organization.  We have put in a lot of hours and research into building our solution and this award will be a great motivator for all of us at BandyWorks.  We look forward to bringing out our next round of innovation in 2017.  We extend thanks to Softech for this high honor.”

If you would like to learn more about Quik Data and how it is helping C-Stores improve their store performance, then just call our sales team at (804) 744-8844 x 111 or, visit our website.  BandyWorks is still offering free trials of Quik Data.  You can enjoy receiving Manufacturer Scan Data Rebate Checks, watch your performance improve, and see quick progress to achieving your goals.  Who knows?  You may even set them higher next yea

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No matter how well a business operates there are circumstances that can occur beyond the control of an organization. It is important to have resources available to assist. One issue that is extremely difficult to address is domestic violence. Kiffy Werkheiser, of the James House, provides this information to help create a policy and establish resources to best assist any staff in need of help for intimate partner violence.

Red Flags of Possible Abuse

• Receipt of harassing phone calls or disruptive visits
• Excessive absences, tardiness, and sick days
• Decreased productivity or lower work quality
• Isolation from co-workers
• Mentioning of “family problems”
• Unexplained injuries
• Presence of legal or financial problems
• Changes in personality or demeanor

Broaching the Subject: Ask. Refer. Support.

• Ask the employee if he or she is okay. Let the employee know that you’ve noticed physical injuries, or changes in his or her work or personality. Let the employee know that any information that is discussed will be kept confidential.
• Refer the employee to the The James House 804.458.2840
• Support the employee. Offer temporary changes in schedule or location if possible.
• If the employee is a perpetrator of violence, inform the employee of the company policy against violence and refer to the Employee Assistance Program or a certified batterer intervention program. A list of certified batterer intervention programs is available at www.vaag.com.

Creating a work environment that supports survivors:

• Adopt workplace policies on domestic violence – samples

   http://www.oag.state.va.us/Programs%20and%20Resources/Domestic%20Violence/WAV_SamplePolicy1.pdf

  http://www.oag.state.va.us/Programs%20and%20Resources/Domestic%20Violence/WAV_SamplePolicy2.pdf

  http://www.oag.state.va.us/Programs%20and%20Resources/Domestic%20Violence/WAV_SamplePolicy3.pdf

• Display information from The James House about domestic violence in bathrooms, cafeterias, and other appropriate places.
• Include information about domestic violence in your company newsletter

Please reach out to The James House via

24 HR: 804.458.2840

www.thejameshouse.org

www.facebook.com/thejameshousehelps

www.youtube.com/thejameshousehelps

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Mistakes and second chances

Mistakes are bad choices, actions or results. A good business plan will measure results, assess them and apply modifications to try to make things better. Hence a good plan assumes mistakes will happen and new methods be found to address them. Mistakes happen and learning results. Lessons learned create value when applied. Hence, mistakes create improvements when learning is applied.

Discussing Darden School ‘cases’ inside a prison provides a unique educational perspective. The intensity and reality of consequences and the importance of the learning are compelling. The outcome of this course literally means the difference of a free life or a return to prison. Here are a few lessons that have been learned by the inmates, this instructor argues they apply to all businesses:

#1 – Judging is not as important as learning

Every felon attending the course is a real person with real dreams and disappointments. Many people will privately discuss egregious mistakes that have been made by themselves, friends or other family members. Not many people live into their adult lives without having made serious mistakes in judgment, action or inaction. While not everyone has the same level of mistakes and associated consequences, it seems fair to think past mistakes do not define the totality of one’s character and value.

In business, those leaders that take on problems and find a way to fix or better resolve situations are deemed successful. It seems only fair that once the cost of a mistake has been addressed, then looking forward with a new understanding may be considered a success as well. While the assumption of felons repaying the costs of a mistake is challenging, the justification corresponds to normal business practice. These felons have been judged by the courts and are paying a debt via their prison sentence. How many successful businesses have been created without overcoming a lot of mistakes?

#2 – Second chances must be both earned and provided

While blind faith that convicted felons will not repeat their past mistakes is not a practical approach, there are huge economic reasons to want felons to return to society. There must be additional rules and checks in place until trust has been established. Who better than someone that has given up years of freedom to understand the value of a second chance? Those genuinely desirous of a fresh start are willing to earn trust and pay their dues. Herein lays the opportunity to apply business lessons to the approach to return of felons to society.

Great businesses provide clear responsibilities, process and accountability. Great leaders do not describe the explicit definition of rules, responsibilities and goals as extra work but rather necessary work. These same companies do not fire someone for a single mistake, but carefully hold them accountable for mistakes with a sincere expectation for the proper behavior to be delivered going forward. Perhaps, with time and experience, a set of reasonable rules can be applied that balance cost of second chances for felons.

#3 – What goes around comes around

The obvious point here is that felons made bad choices and incarceration resulted. Another point, though less obvious, is that second chances are valuable for both the giver and the recipient. Offering someone that has failed badly a chance to earn respect and honor from their own effort is an enormous gift. The interesting point of those involved with the prison program, however, is that the instructors often discuss how much they receive rather than how much they have given.

This lesson also applies directly to business. Applying accountability with a staff member demonstrates that their work is important and provides the encouragement of high expectations. Tracking results and teaching the lessons of mistakes leads to staff ownership and productivity – a gift that will return many times to an owner.

#4 – Prioritize well and choose accordingly

Prison accountability is much more severe than that of its business counterpart. Small business people face challenges of time with their family, for themselves and face intense financial risks. Inmates lose access to their family almost entirely, cannot support them and face intense humiliation. The cost of their choices is severe and long lasting. The value of priorities and discipline is illuminated when the harsh consequences of bad priorities and lack of discipline are encountered in a prison.

Such a ‘case’ makes a great lesson for any entrepreneur. Choices have consequences and actions must be prioritized to use those that yield the best results. Every business has more tasks than time. The need to make the right choices and use time well is an important key to success. There is an intense pressure to execute at a high level. Such pressure can lead to fatigue, bad choices and over-analysis. The inevitability of mistakes and the ability to learn and earn a second chance paradoxically frees one to move forward with less stress and more confidence. Do your best, learn from your mistakes, forgive yourself and go make things better.

As the last sally port gate opens the instructors pick up their phones and keys and head home in the now cold dark night. The emails, voice message and texts have queued up during the class. While the answer to second chances for felons is yet to be known, at least one instructor knows that he has learned lessons and will use his second chance tomorrow to apply those lessons to his reset priorities.

 Other related topics

Second Chances: Darden’s Fairchild Launches Prison Entrepreneurship Program

Three reasons measuring improves our results

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Dr. Thomas sighted seemingly identical problems that were addressed in old and new ways by different communities.  After extensive studies into communities that have faced economic downturns in the last few decades, patterns of success and failure are evident in how communities try to revitalize themselves. Failure results from when there is suspicion of the motives of others. Successful communities execute power and leadership via web of organizations – multiple small hubs of shared interest. The successful social-economic responses to a  community in crisis occur when organizations with shared understanding and values come together. They form hubs of leadership with members who share a high level of trust.

There are two basic models to use for leading a community in challenging times: Big and well-resourced companies with a big commitment or small grass roots efforts with intense effort. In the communities that are rebounding and thriving there is a clear network of passionate yet fluid leadership. Groups form and grow dynamically. This new network style only happens in an atmosphere of trust. Of course such trust is the result of shared understanding – it must be both given and earned.

As part of his research, the Tri-Cities region has been analyzed. His assessment of significant factors include

• 1. There are numerous non-profit organizations
• 2. The CCAM organization is an internationally recognized model for success
• 3. The local and national economy is improving
• 4. The military training hub is a huge asset
• 5. Long term business owners are missing

In summary, when asked how local business can best serve their communities, Dr. Thomas offered a simple list. Perhaps surprising to many community oriented entrepreneurs, he suggested the most important thing is focusing on the success of your own business. It makes sense of course. Businesses cannot give time, money or other resources unless they have something to give.

The three ways entrepreneurs best help their communities

The mission of Crater Community Hospice is to educate the community as well as provide quality care and service. 

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