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

From Restaurant Kitchens to C-Store Strategy

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

Food has always been part of his life.

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

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

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

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

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

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

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

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

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

Building C-Store Foodservice Consistency Through Simplicity

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

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

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

That includes:

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

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

Maintaining C-Store Foodservice Consistency Across Locations

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

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

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

That means balancing:

• Standard recipes and ingredients
• Adjustments based on store volume

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

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

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

Rolling Out Programs to Support C-Store Foodservice Consistency

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

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

That includes:

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

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

Advice for Leaders Getting Started

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

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

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

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

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

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

Making It Work Across Every Store

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

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

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

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

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

From Silos to One Conversation

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

The workshops changed that rhythm.

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

Why Buy-In Came First

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

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

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

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

Making Upselling and Performance a Team Effort

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

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

That shared learning mattered.

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

The Biggest Challenge: Time

The hardest part was scheduling.

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

That shift made all the difference.

What Made the Workshops Work

Jonathan credits the success to a few simple principles:

• Consistent cadence (short, weekly sessions)

• Shared visibility into performance and priorities

• Open discussion instead of top-down instruction

• Practical application tied to daily store realities

The result wasn’t perfection – it was progress.

A Leadership Lesson That Sticks

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

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

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

Hear from Jonathan directly!

Related Links for Leadership in Action

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

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

Her approach is simple but powerful: give employees a voice, create real development paths, and build a culture where ideas matter.

Listening Before Leading

One of the strongest parts of leadership culture in C-stores is the willingness to listen. For Jessica, feedback isn’t an annual exercise – it’s part of how the company operates.

Her team sends out surveys every time employees attend a conference, trade show, training, or company event. Before they go, they answer one key question: What do you want to gain from this? When they return, they share their biggest takeaways.

This simple cycle helps leadership understand what employees are hungry for and what’s happening in the industry that can support their growth.

“If everyone comes back with nothing, that tells us we need to rethink where we’re sending people.”

Preparing people before training and following up afterwards keeps learning intentional, not accidental. It also teaches team members how to bring back actionable ideas and present them – even if the answer is “not right now.”

Culture Through Action, Not Words

No leader can build a culture alone. Jessica believes buy-in comes from inviting employees to contribute ideas and respecting those ideas enough to act on them.

Her team publishes the results of employee surveys openly. They don’t just ask what’s wrong—they ask how to make things better. Then during strategic planning, leadership incorporates the feedback.

One example was their Family Fun Day. When attendance dropped, they asked employees why. The answer was simple: try something new. So they changed it.

That’s how culture becomes real. Not through posters or slogans, but through action.

“Core values can just be words unless you define actions to live them out.”

Growing Leaders from Within

Internal growth is one of Jessica’s strongest commitments. Positions are filled internally whenever possible, and even if someone isn’t ready yet, managers look at what training or certification could prepare them for the next step.

Employees are encouraged to express interest early, even before a job opens. Managers then build growth plans tailored to each person. Some plans take one or two years, but the path is clear, and that’s what keeps people engaged.

Jessica’s development process is structured:

• Store managers develop cashiers into shift leads, trainers, or assistants

• District supervisors develop store managers

• Jessica tracks and supports development for supervisors and higher roles

Every month, the leadership team meets to review progress. If someone waits too long, the risk is simple: they may leave for another company.

Learn more about our Leadership & Management Consulting services designed to help store managers grow.

What Jessica Looks for in Future Leaders

Her expectations are straightforward. She watches how people handle their everyday work:

• Are they friendly and good with customers?

• Do they stay positive when days get hard?

• Can they multitask and prioritize without losing focus?

If someone can treat a customer well, chances are they can treat team members well.

Advice for Anyone Who Wants to Lead

For employees dreaming of bigger roles, Jessica keeps it simple.

“Show up every day like you’re interviewing for the job you want.”

She also believes real leadership means putting others first. It’s about walking alongside people, helping them grow, and being comfortable letting them take the lead.

“When I say, ‘lead from behind,’ I mean giving space for others to grow. My role is to coach and encourage, not be the loudest voice in the room.”

This mindset is at the heart of a strong leadership culture in C-stores- humble leadership, consistent follow-up, and genuine belief in people’s potential.

Hear directly from Jessica on how Lassus develops strong C-store leaders – watch the video here.

Related Links for Leadership in Action

Don’t miss Greg Hendricks’ leadership story in “Building Leaders Who Last.”

The post Growing Leadership Culture in C-Stores: Jessica’s Approach 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.

This blog highlights how Michelle Cornwell has mastered this balance. From spotting future leaders and boosting team morale to creating a customer-focused food program, Michelle’s strategies provide a roadmap for managers looking to drive results, build strong teams, and make their stores a destination in the community.

C-Store Manager Success Starts with Spotting Leaders

For Michelle, identifying a future leader is simple: it starts with initiative.

“I look for somebody who steps in without being told, understands what needs to be done, and naturally guides others in the right direction.”

For her, leadership isn’t about perfection. In fact, a team member may struggle with punctuality or have an off day with their attitude, but that doesn’t erase their potential. No one begins as the perfect candidate. What matters most is character and consistency.

That’s why Michelle spends time learning about her team’s goals and values. True leadership reveals itself over time, not in a single shift.

Why Positivity Pays Off

Step into Michelle’s store and you feel it right away: smiles from the team, warm greetings for customers, and an energy that makes the place feel welcoming. “If your team isn’t happy, customers notice the moment they walk in,” Michelle says.

She makes morale a priority from the start of every shift. A quick hello or a lighthearted joke sets the tone and when someone walks in upset, Michelle has a go-to move: “I’ll tell them, ‘If there’s anything we can do to make you smile today, you let us know and we’ll keep trying until it happens.” More often than not, frustration turns into laughter and casual visitors turn into loyal regulars.

Creating a Food Program That Feels Like a Destination

A shiny new kitchen doesn’t guarantee success. Instead, Michelle’s food program thrives because it reflects the needs of her community.

“We look at the type of customers we serve. In our area, there are a lot of construction workers and busy people on the move, so we focus on hearty, filling meals that are easy to carry with them.”

One surprise hit has been sausage gravy and biscuits, which quickly became an all-day bestseller.

To keep things fresh, Michelle also runs daily themed specials:

• Monday – Smash burgers

• Tuesday – Taco Tuesday

• Wednesday – BBQ beef sandwiches

• Thursday – Manager’s special

• Friday – Customer favorite: big fried chicken

However, flexibility is part of the fun. “We don’t just make those items on their set days. If a customer asks for smash burgers on a Wednesday, of course we’ll make them. What matters is listening and making people feel heard. I even have one customer who pulls me out of the office just to make her favorite meal, and I do it. That’s how you build loyalty and turn casual visitors into repeat customers.”

C-Store Manager Success: Increasing Sales Through Food and Community

Success in convenience stores doesn’t happen by accident, it comes from smart leadership and strong connections to the community. Michelle, a record-setting manager, credits her growth in daily sales to knowing her customers and creating reasons for them to return.

She explained, “We have the White River Amphitheatre nearby with concerts every summer, that’s really big for us. This year I started doing raffles with our products, which helped with upselling. We also have businesses in the area that come just to eat our food. We’ve built a really good reputation with our food and the variety we offer.”

Her message is clear: lean into challenges, learn from failures, and keep moving forward.

Michelle’s Final Word: Learn Through the Struggle

When asked what advice she would give to someone starting out as a c-store manager, Michelle said,

“Even when you’re having a hard time, don’t give up, keep going. In the long run, the mistakes you make are lessons that make you stronger and better.”

Her resilience, paired with a belief in people, sets her apart. Michelle doesn’t just hit sales targets, she creates leaders, inspires loyalty, and turns her store into something much bigger than a place to shop. In retail, the biggest asset isn’t the product on the shelf. Instead, it’s the team that brings it to life.

Hear from Greg: How Michelle Cornwell Increased Sales and Built Her Team

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 Leadership in Action

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

The post C-Store Manager Success: Michelle Cornwell’s Formula for Growth 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.

C-Store Operations in Real Life Terms

As Manager over the years, I have laughed, cried, mentored, and prayed in my office to help others whether team members or  customers. Also, I helped to be a listening ear for those who had struggles. I recall a young man often got his coffee and would come sit with me just to talk for 5 minutes to make his day brighter or laugh with a customer over a football game against rival teams. It is all in a day’s work. My office is a safe place for those who need someone to listen too and yes even pray with. It’s been one of my great pleasures.

Community, Welcome at Home

We here at JJs in Berne are all about our community and our team and giving our store the feeling of home and making everyone feel welcome. We become friends and family. Berne is a faith-based  community and we all are about helping each other. Of course with management you have the good and bad parts. During my management experience, I have had great mentors (Darlene and Megan) who have shown me  leadership and coaching. Thier efforts made me become a confident leader. The 19 years of leadership have been a whirlwind of leadership, learning, community, and teamwork.

Related articles about C-Store Operations Improvement

Keeping the Store Clean and Team Engaged

Five C-Store Operations Drivers and Impediments

The post Manager of C-Store Decades in Community appeared first on BandyWorks.

‘If you don’t have anything nice to say, then keep quiet. But… we must find ways to deliver necessary feedback in a caring manner.’

Jacklyn, Garrison Food Mart #7

C-Store Community Focus

Her store is a big part of a small community. Memphis, Texas is the 2500-person center of the agricultural area. As with all Garrison stores, Food Mart #7 is an active community member that is focused on serving the families of their staff and their communities. The clients include young school kids and senior citizens. The experienced members of town, visit on a regular basis. They use the store as a meeting place to catch up, and keep up with the town, as well as to enjoy the convenience of things they need. Naturally, the store and its customers support the local school sports and other events.

Jacklyn loves to have the chance to serve. She believes kindness is the main characteristic that makes her store special. Kindness, however, does not replace discipline, dependability, and the responsibility to make reliable choices in terms of work attendance and customer service.

Other Articles Related to C-Store Manager Leadership Development

Keeping the Store Clean and Team Engaged

The post Discipline, Kindness and Direct Communication for C-Store Operations appeared first on BandyWorks.

Second Chances Help Staff Retention

Jason has made a personal recovery and loves to be the manager of second chances. His approach is to be aware that others may have a lot going on (sickness, divorce, hard knocks and other challenges). He encourages his team to be open minded, supportive and willing to provide the benefit of the doubt.

Operations – Its About the People

Taking the time to talk with and get to know the people matters. Additionally, hiring the right staff means taking more time to find the ones that can handle the challenges and embrace needed change.

Other articles related to C-Store Operations & Staffing

C-Store in the Student Community

The post C-Store Operations Start with Hiring appeared first on BandyWorks.

“The kids are good. Some times they just need to be heard.”

Wanda Seek, Store Manager

Student and Life Learning

Just like her connection to the students, Wanda is life-time learner. She is using Zoom, analytics and an open mind to learn new things. It really helps the store when I show them I can learn new things after 20 years here. There is always a better way and learning keeps us young!” Stated Wanda, Manager of Small Stop in Auburn, Washington.

More About C-Store Managers

Rebuilding a Community – Perryton Tornado

Keeping the Store Clean and Team Engaged

The post C-Store in the Student Community appeared first on BandyWorks.

Devastating Losses Due to the Tornado

A massive tornado killed several residents and destroyed or damaged half of the 400 homes in the town. ‘Everyone in this town was impacted. Immediately all the staff and their family worked to get the store open. keeping the store open and being a source of food, fuel, and encouragement was the big way that they were able to help in rebulding a coummunity – Perrton, Texas.

Community Focus

Garisson’s became the hub for fuel, food, hope, and hugs. We staged rescue and recovery operations. Later, the restoration crews came and based in our big parking lot.

“We helped match the generous gifts, grants and extra services to rebuild homes, help cover family tragedies, and give a little boost to those hit the hardest. It was a community effort.” Stated Michelle Bewley, Manager of Garrison’s in Perryton, Texas.

More About C-Store Managers

Keeping the Store Clean and Team Engaged

The post Rebuilding a Community – Perryton Tornado appeared first on BandyWorks.

Vanessa, the store manager, was challenged by the retail operations leader to return the forecourt to its original polish and function.

Engagement Is Key

Vanessa engaged her team to remove stickers and shine-up the pumps.  With many positive customer comments, the team became so motivated, they took it on their own to make sure all the inside equipment was in tip-top shape and shelves were always stocked.

“It started outside, then drove our inside service improvement.”

Vanessa, Garrison Food Mart

The team shared their excitement and the customers noticed the difference in the store. Vanessa credits the involvement of the team to make their work space nicer and improve customer satisfaction.

Read related blogs about C-Store Operations

C-Store Managers Start with a Daily Plan

The post Keeping the Store Clean and Team Engaged appeared first on BandyWorks.