Managing C-Store Change & Accountability involves people skills, experience and objective data. Managers achieve the best results when the apply the right tools to the right problems. As such, the best supervisors balance the needs of the staff, customers and the owners. They understand the situation with objective analysis. That means, they recognize great work and use mistakes to coach and correct.
To avoid the fear of making a mistake, coaching emphasizes learning. In addition, it is much easier to keep learning on track by using the factual analysis from good data to avoid subjective or judgmental reviews. Of course, a spirit of helping and the acceptance is needed. It means that learning often requires doing some things wrong initially. Good managers are able to smooth over the inevitable mistakes and the fear to try new things. Accountability and change can be an interesting, rewarding and even fun. When done correctly, it is a great way to build morale, improve customer service and make team work stronger.
The results of managing c-store change & accountability are significant. The results include improved staff retention, higher sales, loyal customers and loss prevention. Of course, using change and accountability saves time from wasteful or unproductive work.
Getting Stuff Done for C-Store Performance Services
C-Store Operations Best Practices | Managing C-Store Change & Accountability
April 10, 2018 —
Getting Stuff Done for C-Store Performance Services is our mission. BandyWorks provides C-Store Performance Systems to help companies get better results with less effort. Our culture calls for us to work the same way our clients to work. Some call this approach dog-fooding. We review our own work to mirror the work we suggest to …
There was a long hard time when I kept far from me the remembrance of what I had thrown away when I was quite ignorant of its worth. Charles Dickens, Great Expectations. Given the impact your store manager has on your store performance, many think helping them to choose daily work items wisely, is a …
Grandma’s Secret Sauce for C-Store Accountability
C-Store Operations Best Practices | Managing C-Store Change & Accountability
March 19, 2018 —
The C-Store accountability secret is not a secret to any grandparent. Kids, parents, employees – really just all people – want to know what is expected. They want to succeed. They want to be treated fairly and most of all they want to be appreciated. Well, if we know what we expect and can tell …
C-Store Performance Accountability – Trust or Bust
C-Store Operations Best Practices | Managing C-Store Change & Accountability
February 22, 2018 —
To achieve top C-Store performance accountability trust must be strong. In order to operate remote stores well, there must be a level of trust. This trust must be bi-directional. Employees must believe they will have the resources they need for success and HQ staff need remote operations to perform as required. That is why many …
C-Store Operations – Keep It Simple – The Hard Work
C-Store Operations Best Practices | Managing C-Store Change & Accountability
February 8, 2018 —
C-Store Operations – Keep It Simple – The Hard Work never ends. While simple is desirable, it’s not easy – it’s just better. Simple means clarity. Clarity is worth the work required to find and follow the simple path. With simplicity comes focus that brings action. C-Store Operations – Keep It Simple – The Hard Work in Motion …
Making C-Store Changes – Does It Have to Be So Hard?
Managing C-Store Change & Accountability
January 19, 2018 —
Does It Have to Be So Hard? Making C-Store change keeps operators busy working to grow and improve their business. They understand growth is critical and the same old things are not enough. The unspoken issue, however, is that change generates a lot of resistance and the normal day is already busy. The idea of …
C-Store staff retention – Many owners argue it is their top challenge. The improving economy is often cited for making a difficult job of C-Store staff retention even harder. While all positions are important the one that I hear about the most is the challenge of finding and keeping good store managers. Sometimes the situation …
Confuse Technology with a System for C-Store Performance
A tough part about using technology to help people do their job is defining responsibilities. Unfortunatly, we sometimes confuse technology with a system for c-store performance. We all know the promise – this technology will fix the problem immediately, there is no install time and your staff does not have to change anything. It seems …
C-Store High Performance – How Important is Appreciation?
When managing C-Store High Performance – How Important is Appreciation? Firstly, High performance teams display their success on a regular basis. When you are part of such a team you become part of its environment. That is, you are recognized and engaged. As a result, you feel the sense of teamwork. Secondly, you are noticed …
The Inertia of C-Store Performance – Time for Change
The Inertia of C-Store Performance calls for a time for change. When putting new processes and technologies into place to save time or increase profits, there are lots of things that can impact success. Even if you are making changes specifically to address waste that harms the team, the beneficiaries of the change will still …
Corporate is Watching C-Store Accountability
C-Store Control | Managing C-Store Change & Accountability
June 13, 2017 —
Yep. It works. Best intentions are good, but inspections are better. How many times in our training do we hear this question about whether corporate is watching c-store accountability. The answer ‘yes’ carries a certain gravity. No one wants to disappoint or fail. There are lots of reasons why we slip up. We want to do a …
Yogi Berra was often lampooned for his seemingly non-sensible statements. But the easy to remember and thoughtful concepts help to clarify issues and allow simple choices. His ‘take the fork’ statement made sense when you understand that he lived mid-way on a circular road. When driving to his house you came to a fork. Either …
