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

Meeting Modern Expectations with Digital Signage

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

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

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

A Crawl, Walk, Run Approach to Digital Signage

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

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

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

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

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

Operational ROI of Digital Signage for Convenience Stores

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

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

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

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

Building Customer Loyalty Through Community Messaging

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

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

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

Why Digital Signage Supports Store Teams

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

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

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

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

Related Resources

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

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

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

Schedule a Conversation

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

Building a strong retail team isn’t about being intimidating or having all the answers. It’s about creating a culture that people want to stay part of and that culture is built every single day on the sales floor.

Convenience Store Team Building Starts with Leadership

From a store manager’s perspective, the tone is set early. Teams respond better to managers who are friendly, approachable, and respectful, rather than distant or intimidating. Authority doesn’t disappear when respect shows up — it strengthens it.

The strongest managers build connections through the work itself. Real conversations happen while stocking shelves, handling rushes, or resetting a cooler. Team building doesn’t live in meetings alone; it lives in shared projects and side-by-side problem solving.

Regular one-on-one conversations matter. Not formal sit-downs every time — just consistent check-ins. Asking for input, encouraging questions, and making sure everyone feels welcome builds trust quickly. When expectations are clear, instructions are simple, and communication is steady, people feel safer doing their job well.

Above all, successful managers avoid overwhelming their teams. New hires don’t need everything at once. Baby steps work. Progress compounds success!

How Convenience Store Teams Learn Faster

In fast-paced convenience store environments, clarity saves time. Managers who demonstrate instead of only explaining remove confusion early. Let people watch. Then do the task together. Then let them try on their own.

Encourage questions openly. If asking for help starts to feel uncomfortable or unwelcome, people eventually stop asking questions, and mistakes increase. The best teams are built where curiosity is welcomed, and learning is supported.

Consistency is critical. Being patient, present, and steady builds confidence. Culture isn’t created through speeches; it’s created through repeated behavior.

Why Accountability Matters in Convenience Store Team Building

Every store faces challenges, mistakes, and conflicts. The difference between strong teams and struggling ones isn’t the absence of problems — it’s how quickly and respectfully those problems are addressed.

Effective managers fix issues rather than letting them linger. Good managers ask questions first and take time to listen. They don’t avoid important conversations simply because they’re uncomfortable.

Team building is a culture creation. Culture requires frequency and accountability. Accountability doesn’t mean punishment; it means clarity, follow-up, and fairness. Watch the 45-second takeaway

Hire for Stability, Not Just Speed

Staffing often feels urgent, but rushing hires can lead to turnover. Strong managers hire for stability by looking beyond availability. Open communication, empathy, and a teachable attitude matter as much as experience.

Once hired, new team members benefit from the structure. Checklists help. Extra support for early matters. New employees learn faster when they feel comfortable asking questions.

Let People Learn by Doing

Delegating early allows people to grow. People learn faster when they are allowed to make mistakes during the process.

A simple execution rhythm works well: do or delegate the task, check progress, fill gaps, confirm understanding, and affirm effort. Recognition builds confidence and commitment.

Accountability Is an Act of Respect

Accountability, when done fairly, is a form of respect. Teams want clarity and consistency. Managers should coach first, correct second.

Clear expectations, simple instructions, and steady communication help people feel more confident doing their job well.

The Heart of It All

At the end of the day, convenience store management is about people. Systems will change, but relationships hold teams together.

Strong teams are built through patience, consistency, respect, and care. When managers focus on growing people — not just filling shifts — retention improves, morale rises, and stores run better.

That’s how strong teams are not only built, but kept together over time.

Related Reading

Looking for more convenience store leadership insights? Read our article on building strong store managers and high-performing retail teams:
C-Store Manager Leadership: Building Great Teams That Drive Success

The post Convenience Store Team Building: How Strong Retail Teams Are Built and Kept appeared first on BandyWorks.

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

From Restaurant Kitchens to C-Store Strategy

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

Food has always been part of his life.

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

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

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

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

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

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

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

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

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

Building C-Store Foodservice Consistency Through Simplicity

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

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

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

That includes:

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

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

Maintaining C-Store Foodservice Consistency Across Locations

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

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

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

That means balancing:

• Standard recipes and ingredients
• Adjustments based on store volume

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

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

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

Rolling Out Programs to Support C-Store Foodservice Consistency

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

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

That includes:

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

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

Advice for Leaders Getting Started

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

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

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

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

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

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

Making It Work Across Every Store

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

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

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

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

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

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

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.

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

Accountability – Consequence Versus Punishment

How to Understand the Art of Accountability

A Summary of ‘The One Minute Manager” by Blanchard & Johnson

The post C-Store Leadership Development – Coaching & Reprimands appeared first on BandyWorks.