The calendar flips, goals get refreshed, and everyone talks about having a “strong start” but if you talk to experienced convenience store managers, they’ll tell you something different.

Strong years don’t start with big speeches or complicated plans. They start with a simple operations kickoff for managers, built around habits that hold up when things get busy.

This 2026 operations kickoff kit isn’t a corporate checklist. It’s a reflection of what good managers actually do at the start of the year to set themselves and their teams up for success.

Start the Year with a Clean Operations Review

Before jumping into new goals, strong managers pause.

They look at the past year honestly – not just the wins, but the misses too. Sales trends, labor challenges, shrink issues, staffing gaps. Nothing is brushed aside.

This isn’t about blame. It’s about clarity.

Managers who take time to understand what really happened are better prepared to make smarter decisions in the months ahead.

Realign the Team for the Year Ahead

Experienced managers reset expectations with their teams, and get everyone on the same page about what matters most.

They talk through what’s working, what needs to improve, and what standards matter most. Sometimes that means redefining roles. Other times, it’s simply reminding people what “good” looks like on a daily basis.

Strong managers know that consistency doesn’t come from rules, it comes from shared understanding.

Strengthen the Core Store Fundamentals

The start of the year is when strong managers tighten up the basics that keep the store running smoothly. Managers who start the year right focus on the basics:

• Inventory accuracy
• Labor scheduling
• Ordering routines
• Cleanliness and food safety

These aren’t exciting topics, but they are the foundation. When the basics are solid, everything else becomes easier to manage.

Use Store Data to Guide Better Decisions

Strong managers don’t wait for problems to show up.

They review performance regularly, spot trends early, and adjust before small issues become big ones. Data isn’t used to criticize – it’s used to guide better decisions.

This habit alone often separates managers who feel constantly reactive from those who stay in control.

Prioritize a Reliable Customer Experience

Managers who run strong operations know that customers notice the details.

Clean stores, stocked shelves, friendly service, and consistent food quality all send the same message: this store cares.

The best managers don’t chase perfection. They focus on reliability, making sure customers know what to expect every time they walk in.

Choose One Clear Focus for Improvement

Instead of trying to fix everything at once, experienced managers choose one meaningful focus for the year.

It might be reducing shrink, improving foodservice execution, or building a stronger bench of employees. Whatever it is, they make it clear, measurable, and realistic.

Progress happens faster when priorities are simple.

Build Operational Habits That Last

Motivation fades. Habit don’t

Strong managers create simple rhythms – weekly reviews, quick team check-ins, and regular adjustments. These routines keep performance steady long after the new year energy fades.

This is the key to build momentum, through manager-led operations planning, not last-minute reactions.

Starting 2026 With Confidence

The most successful managers don’t rely on luck or motivation. They rely on habits, consistency, and clarity.

This 2026 operations kickoff kit is a reminder that strong years are built one decision at a time. When managers focus on the fundamentals, lead their teams with intention, and stay disciplined in execution, the results follow.

Strong operations don’t happen by accident – they’re built on purpose.

Learn More on C-Store Management Tips!

We have seen this clearly in how successful managers approach daily planning and execution!

Watch: Loyalty & pricebook consistency and loyalty strategy (quick, practical YouTube video from the C-Store Growth Mindset channel).

The post 2026 Operations Kickoff Kit: How Strong Managers Start the Year appeared first on BandyWorks.

That’s why a goal setting refresh for c-store leaders matters, not to add more work, but to clear the noise, and reset focus. It’s about slowing down just enough to get your head straight before the next rush hits.

Over the past few weeks, we’ve run leadership workshops with store managers, and operators across the industry who made real progress by doing one simple thing: creating space to think before they act.

Not planning. Not spreadsheets. Just Thinking.

Step One: Create Thinking Time (Before You Write Anything)

Before any goals were written down, leaders were asked to do something uncomfortable:

Take 4 minutes and 15 seconds, three times during the week.

Go somewhere quiet – No phone. No music. No distractions.

Don’t write anything down.

Just think.

That’s it.

12 mins and 45 seconds spread across a week.

Why? Because most leaders never give themselves uninterrupted time to think about what’s actually working, what’s not, and what really matters next.

Step Two: Get Honest About the Year

Once that thinking time was done, leaders walked through a simple reset:

• What are you grateful for?
• What are your strengths?
• What did you actually accomplish this year?
• What are your biggest misses?
• What do you want next year to look like?

This isn’t about judgement. It’s about clarity.

Most missed goals aren’t caused by laziness. They’re caused by overload, unclear priorities, or trying to do too much at once.

Step Three: Ask the Question Most People Avoid

One question mattered more than all the others: How will you feel it you miss this goal?

Not how it looks on paper. Not how it sounds in a meeting.

How it actually feels.

If missing the goal doesn’t bother you, it’s probably not the right goal. If it does, you’ve found something worth focusing on.

Step Four: Break Goals Down to Reality

Big goals don’t fail because they’re wrong. They fail because they stay too big.

That’s why goals were broken into:

• 30-day actions
• 90-day priorities
• Quarterly checkpoints

Small enough to execute. Clear enough to track. Realistic enough to stick.

This turns goals from ideas into work.

Why This Works in Convenience Retail

C-stores are fast, unpredictable, and demanding. You don’t need more theory. You need focus.

This goal setting refresh works because:

• It creates clarity before action
• It reduces overwhelm
• It helps leaders choose what not to chase
• It turns execution into something manageable

No software required. No long meetings. Just discipline, and follow-through.

A Simple Challenge

Before your next planning session, try this: Three times this week. Four minutes, and fifteen seconds. Quiet. No notes.

Then ask yourself:

• What matters most right now?
• What happens if I don’t fix it?
• What’s the first small step?

That’s how real progress starts.

Read More About C-store Manager Tips for Improving Operations –

Top 6 C-Store Staff Talks

Top 6 C-Store Staff Talks

Watch this 1 min video to achieve your goals! 

The post Goal Setting for C-Store Leaders: A Simple Reset That Works 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.

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

From Store Manager to Leader of Leaders

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

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

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

Building Systems That Last

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

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

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

Developing Managers from Within

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

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

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

Leadership Development That Connects

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

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

C-Store Leadership in Action

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

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

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

Advice for Aspiring Leaders

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

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

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

Leading with People First

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

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

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

Hear from Greg: How he shares secrets to running a high-volume store

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

Building Trust and Leading with Care

Vince Hammock didn’t start in convenience but once he found his way into the industry, he knew he was in the right place. Today, he manages the Homedale Market, one of the top-performing stores in the company. In fact, it consistently holds the number two spot across the chain, second only to a grocery location. That kind of performance doesn’t happen by accident. For Vince, it comes down to people, discipline, and a relentless focus on getting better every day.

“My store is fast-paced, high-volume, and filled with regulars. 90% of our business comes from repeat customers. It feels like family here, both my team and the people we serve.”

From Gas Pump to C-Store Leadership

Vince didn’t step into leadership overnight. He started out pumping gas, moved through grocery, and eventually found his calling in convenience retail. Each stop along the way taught him something different—discipline, pace, and the importance of staying close to both customers and employees.

Those lessons now fuel his work at Homedale Market, where in less than a year he’s built trust with his team and helped the store maintain top rankings in the company.

C-Store Leadership in Time Management

Running a high-volume store requires structure. Vince’s secret tool? A notebook.

“I carry it everywhere,” he says. “I write everything down, check it, re-prioritize, and follow through. Without my notebook and pen, I’d be lost.”

But he doesn’t let schedules become too constraining. “This business is unpredictable. You never know what’s coming, so you build routines—but you stay ready to adapt.”

Trusting the Team

Vince resists micromanagement. Instead, he builds trust and good habits. “I want my team to know the routine, know what’s important, and run with it. Once that’s in place, it almost runs itself.”

That trust didn’t come easy. When Vince first arrived, the team had already gone through several leadership changes in a short period of time. “They didn’t know what to expect from me. My biggest challenge was proving they could trust me, not just for myself, but for them and the company too.”

He overcame that challenge by treating each person as an individual. “You’ve got to read the room, understand personalities, and make sure everyone knows they matter. Development isn’t a one-time thing, it’s constant. Relationships, skills, trust its ongoing.”

Advice for Leaders Coming Up

For aspiring managers or assistants looking to step into bigger roles, Vince’s advice is straightforward: listen and lean on your team.

“Everybody has something to teach, from a 2-year-old to a 102-year-old. If you listen, you’ll learn something valuable every single day.”

He also stresses the importance of being present. “Don’t be the boss in the back office. Be part of the team. Show that you’re working for them as much as they’re working for you.”

Finding Joy in People

Despite the challenges, Vince is clear about what he loves most: the people.

“You learn so much about people in this business, your team, your customers. Some folks don’t see convenience as making a difference, but we do. I enjoy that. Day by day, minute by minute we’re impacting lives.”

Hear from Vince: How he shares secrets to running a high-volume store

NACS Related Training Options

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 for C-Store Leadership Keys

Discover real C-store leadership advice from Nickie McNeal, a district manager at Main Stop. From working with family to building strong teams, she shares hard-earned insights for managers and rising leaders.

The post C-Store Leadership: Vince Hammock on Building Trust and Teamwork appeared first on BandyWorks.

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

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

Taking a Chance—and Giving Them Now

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

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

Building a Strong Second Store

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

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

Aces in Places

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

Why She Loves C-Store Leadership

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

Real Advice for Managers—New or Ten Years In

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

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

The Heart of Her Success

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

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

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

Hear from Chastity: How she Leads with Respect 

NACS Related Training Options

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

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

Related Links for C-Store Leadership Keys

C-Store Leadership Keys: Finding Your Place, Building Your People

C-Store Leadership Development – Coaching & Reprimands

The post C-Store Leadership Keys: From Risks to Results 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

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First Things First

Critical feedback does not have to be painful, embarrassing, or difficult. Leaders build teamwork by hiring, onboarding and getting to know their staff. Before someone is hired, they share the company values and approach to work and ensure selected candidates are aware and want to be part of the company culture and work. As they train and get to know the staff, they learn the plans and build a path to a successful job, and in the best case a path to a career.

Helping someone reach their goals means knowing what each person values and how the job helps them to reach their goals. Likewise, each staff member is taught the work responsibilities and expectations for customer and staff interactions. Having a path of work matched to each team members personal goals makes it clear that the work expected is the path selected for each person to achieve their goals – even when the long terms goals may not match the short-term work assignment.

Establishing Successful C-Store Operations

Establishing teams that work well together, live the brand, provide great customer service while selling and making money starts with hiring the right people. Knowing who you are in terms of value, attitude and the approach to work, makes it easier to find people that will fit into your system. Recruiting, hiring and retaining staff is easier when you know who will enjoy and thrive on your team.

Once the hiring is done, the onboarding in the first few days and weeks sets the stage for success. As part of the training and the initial period of onboarding, it is important to share the company values, demonstrate the culture and establish the accountability to a job well done. These initial days are the best time to

1. Build alignment to the company vision and mission
2. Establish the expectations for customer service
3. Demonstrate how the team works together
4. Teach the process and the operational skills
5. Share success outcomes with specific goals
6. Understand the personal goals of each new hire

Taking time to onboarding in a comprehensive way initiates a way to work that is good for the customers, and helps build a strong team. This alignment sets a clear path of what good work is, and provides a fair and simple approach to keep work on track.

Leadership When Things Go Wrong – Coaching and Reprimands

Inevitably there are mistakes, misunderstandings, or shortcomings that are not acceptable. When that happens, corrective action is necessary. In a store where c-store leadership is good and teamwork is aligned, the problems are not hard to address. It is simply a matter of reviewing the results and reminding ourselves of the goals. If there are skill or attitude issues, they can be improved.

According to Blanchard & Johnson in ‘The One Minute Manager”, a good environment for coaching and addressing problems (reprimands) has these four attributes:

1. Awareness of how personal goals align with store goals
2. Regularly scheduled goal reviews
3. Frequent feedback with appreciation of desired work
4. Manager focuses on behaviors and attitudes

C-Store Management – Addressing Issues

Runing a tight c-store operations demands focus in many areas. Building a strong team is the natural purpose of c-store leadership development. The benefit of a strong culture, a process to recruit and hire to fit your culture and customer experience provides the foundation for c-store managers to address all the complexities and dynamics of operating a profitable store. Every good manager credits their team for the success of the store. Reliable work and engaged teams drive store operations. It is the only way to:

• Stay Positive
• Address Theft Concerns
• Know the facts
• Establish expectations
• Allow mistakes to build higher skill and execution
• Establish a consistent set of consequences
• Address problems to keep staff on track

Learn More About C-Store Leadership Development – Coaching & Reprimands

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“I got into convenience stores when I was around 18 years old. I left, worked in factories, went to college to be a teacher, cut meat—I’ve done it all. But I always came back. No matter what, I came back to convenience industry. I finally decided to stay.”

 Moving Up—Quickly, and for a Reason

Heidi has been at West Bryan Main Stop for 12 to 13 years, 8 of those as manager. She started as a cashier when her current company purchased the store and never looked back. “I like people. I always have. That’s what made this the place I wanted to stay. I moved up faster here than in factories or other jobs. I’ve always been drawn to people.” She sees the c-store industry as a clear path to the American dream. Her rise from cashier to store manager is proof of how accessible success can be.  “It’s just the kind of place where you can step up—if you want to.”

 Daily Tools, Quick Fixes and Celebrations

One of Heidi’s most powerful tools is something simple: the daily scorecard. She doesn’t overcomplicate it. “My assistant and I check it every day. We look at what’s down, and then we figure out why. Then we look at the good stuff. It doesn’t take more than five or ten minutes. It’s quick.” It’s not just about numbers—it’s about action. “If something’s off, we ask why. If something’s working, we celebrate. Like, we brought in a seasonal beer and saw the impact right away. That’s a win. We celebrate with pizza, gold stars—because sometimes we’re like little kids. We laugh a lot. Happy people make a happy place.” For Heidi, that positivity is key to keeping things on track and people invested. But she also knows the flip side.

 When Things Go Bad, Go All In

Heidi’s team has faced its share of chaos—electrical issues, register malfunctions, gas pumps going down, and unexplained money losses that seemed to vanish into thin air.  “First, I had a meltdown. Then I reached out to everyone—corporate, Marathon, back office, programmers, engineers. I didn’t stop until I had help.” It took two years to work through the mess. But they made it. Together. For Heidi, that’s what defines a real team: people who stay in the fight together, no matter how tough things get.

Hired for Heart, Held by Trust

Heidi doesn’t run her store with just a schedule—she runs it with connection. Her team isn’t just a group of employees; they’re people she’s known and trusted for years. Some she met before they ever clocked in. She’s helped with their kids, spent weekends at the movies—because trust doesn’t start at the register.

That trust shows up every day. Heidi can sense when someone’s off before a word is said. She checks in, gives them space when needed, and reminds them: the store can be a reset. “I can tell when they walk through the door if something’s wrong. But I also tell them: this is your vacation. You’re on an island. Leave it at the door. Let’s have a good day.” She balances structure with humanity. That personal connection makes accountability easier, not harder. “If you train them right, you’ve got nothing to worry about.”

 Advice for New Managers – Finding Your Place, Building Your People

“Treat everyone like a human being. Without my team, I could do it—but I don’t want to. I need them. I appreciate them.”

Heidi Sabo’s leadership comes from experience—not a textbook. Her lessons are real, her methods personal, and her store a place where people stick around because they matter. And that’s what keeps her coming back. Every time.

NACS Related Training Options

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Rhonda’s story starts in her teenage years, where she worked in a beauty school and eventually owned her own shop. “I was about 18, just out of school, I ran my own business, then moved into retail management, and eventually stumbled into convenience stores.” But this wasn’t her first brush with the industry. Her mother owned a store when Rhonda was younger, and that experience stuck with her. “I absolutely loved it. I liked the quick pace.”

Straight to Leadership

Rhonda has been with Fastbreak Stores for over nine and a half years. But from day one, she stepped into leadership. “I was managing a local convenience store when they approached me to join their team. I went straight into being a manager here because I had already been managing in my previous job.”

Her leadership experience wasn’t just from prior retail roles—it was also born out of her time running her own business. “What I brought with me was a sense of teamwork and holding people accountable to high standards—just like I do myself. I talk about it in my interviews. I draw a line in the sand, and that’s the line we don’t cross.”

High Standards and Higher Trust

Rhonda is known for setting the bar high, even for new hires. “I start people with high expectations because I want to bring out the best in them.” If you give them a short list, they’ll only do that much. If you give them a big list—even one that feels impossible—they’ll surprise, you. Rhonda knows that with leadership comes vulnerability. I’ve made my fair share of mistakes. Wisdom comes with bruises. But I’m okay with that, I’ve learned from them.

She believes the key is creating a balance between maintaining high standards and providing a supportive structure. “If people respect you, they’ll do what it takes to keep that respect”. It’s alright if they like me today, but I want them to respect me for the long haul.

Building a Team That Can Lead Without You

“I train everyone to be me,” Rhonda says simply. Her goal is to create a team that functions with or without her. “I’ve got people now who, if I wasn’t there, the store would still run just fine.” She doesn’t just hire anyone. “I only interview people who show up and check on their applications. If they walk in to see me face to face over a few days, I know they’re serious. That tells me they’re worth investing in.” Rhonda starts each relationship with trust. “Sometimes it doesn’t work out, but most times it does. I trust my gut. You get a feeling from someone, and sometimes you’re just right.”

Leadership Keys for New Managers

To those stepping into their first leadership roles, Rhonda’s advice: “Be true to yourself. Set your standards, and stick to them.”
She applies the same expectations across the board, whether it’s a new hire or a seasoned employee. “I hold everyone to the same standard at their level. If someone’s behind, I want them to come up. And those already doing well will keep pushing because they don’t want to fall behind.” Even though her approach is fair, it’s not always perceived as equal from the outside. From someone looking in, it might seem like she treat’s people differently. But her team knows what’s up. “They’ve seen me bring someone new in and know that’s how I treated them once, too.”

Creating Diamonds from the Rough

Rhonda’s philosophy is simple but powerful: believe in people even before they believe in themselves. “Sometimes you’ve got to take the rough one and polish them into a diamond. If they succeed, they feel good about themselves. And in return, I feel good for helping them get there.”

She sums up her style with humor and humility: “I fly by the seat of my pants, that’s what my mom always said. I have a master plan, but you’ve got to adjust on the fly when you’re dealing with so many personalities. And that’s the part I love.”

A Culture of Respect, Not Popularity

Rhonda is clear on her priorities. “People talk. But if they’re talking about me, maybe they’re leaving everyone else alone. I don’t need to be the most liked. I want to be respected. I want to be the person my team can come to and say, ‘Hey, I need help,’ and know I’ll be there.” Her passion shows through, even if it makes her vulnerable.

Rhonda Nichols is proof that leadership in the c-store world doesn’t have to follow one set path. From beauty school to store manager, from high expectations to deep trust—she’s built a leadership style rooted in resilience, adaptability, and belief in others.

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The post C-Store Leadership Keys: Trusting the Process with High Standards appeared first on BandyWorks.

Increased C-Store Competition

A three-generation retail chain with a well-established presence of 125 stores found itself facing increasing competition. With mature, experienced management and reliable business operations, the leadership team recognized the necessity to evolve operational strategies to maintain their competitive edge.

Result: Sales growth, profitability, utilization of culture and experience with a respectful infusion of new leaders, ideas, and surprising growth (e.g., increasing cigarette sales and thriving OTP), and enhancing their loyalty program.

 Background: The retail chain comprises 125 stores grouped into 5 to 6-store districts, organized under three regions, supported by a small central office dedicated to marketing, financial oversight, and growth.

 Challenges: Leadership identified three primary c-store operations and marketing challenges:

1. Increasing concerns regarding age verification compliance and shrink.
2. High time demand and efforts from supervisors identifying priority and focus areas for growth.
3. Integrating tobacco sales with loyalty platform to optimize promotions and rewards.

 Strategic C-Store Operations Opportunities

Provide experienced management staff with prioritization tools to highlight areas of risk and growth. Improve customer experience and funded loyalty offerings to maximize brand presence in the West Virginia area (including Ohio, Virginia, and Pennsylvania).

In partnership with BandyWorks, Go Mart leadership identified control areas necessary for cost management and maintaining profitability. They initiated a trial period to assess the effectiveness of targeted analytics tools, promptly validating that the highlighted risk areas were accurate and actionable.

C-Store Control Strategies

Initially, targeted controls were introduced to address shrink and age verification, with loyalty rewards integrated subsequently. Over time, the control framework expanded. It includes scan data services, loyalty system integration, and scorecards. Together, comprehensive controls maximize profits from promotional activities, rebates, and sales growth.

Age verification emerged as an early priority to mitigate compliance risks effectively. Central and senior management leveraged analytics to pinpoint compliance risks, guiding field staff toward precise inspections, targeted training, rigorous follow-ups, and timely corrective actions. With proven success from the pilot phase, the analytics-driven compliance tracking system was rolled out company-wide.

Incremental Approach to Store Operations Change

Recognizing the value of gradual, controlled change to maintain stability, GoMart introduced incremental improvements:

1. Shrink Tracking: Supervisors utilized analytics to track high risk shrink areas. They monitored results, coached staff, and intervened to address the issues early.
2. Age Compliance: Comparative analytics was also used to identify stores at risk for age-verification compliance failures. Store teams received targeted training, focused audits, and consistent follow-ups, significantly reducing compliance risks.
3. Store Scorecards: Implementing daily performance assessments at store level empowered managers to concentrate on coaching their teams and enhancing customer engagement. Impactfully, this tool resulted in measurable improvements in customer service and sales.
4. Tobacco Integration: The integration of tobacco sales data with Paytronix loyalty systems effectively optimized promotional activities, rebate opportunities, and consumer rewards, leading to growth in tobacco sales.
5. Loyalty Auditing and Rewards: A specialized loyalty audit tool ensured accurate delivery of customer rewards, boosting consumer satisfaction and loyalty. These enhancements particularly drove increases in tobacco sales through targeted promotions.
6. Supervisor Analytics Tools and Coaching: Weekly, exception-based analytics provided district and regional leadership with clear insights, enabling swift interventions and coaching opportunities. Regional “lunch and learns” created an environment conducive to adopting these new technologies, enhancing buy-in and smooth integration across teams.

C-Store Leadership Impact and Results

By focusing on these targeted, incremental improvements, the company successfully achieved:

• Increased overall sales and profitability.
• Enhanced operational efficiency, allowing more time for store managers to focus on customer engagement and sales activities.
• Substantial improvements in age verification compliance and shrink management.
• Strong growth in tobacco and OTP (Other Tobacco Products) sales, driven by integrated loyalty strategies.

Impact on C-Store Marketing

Ian Stewart, VP of Marketing at Go Mart, attributed the success to the several management decisions. They included a combination of robust loyalty programs, focused operational execution, and effective utilization of data-driven insights. According to Stewart, the straightforward analytics tools significantly accelerated problem resolution, documentation, and overall productivity, complementing the expertise of the seasoned store leadership.

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