Category: Change Management

Systematizing C-Store Growth – 5 Things to Know First

Systematizing c-store growth is key to adding new stores and maintaining profits. Over the past several years new software solutions have emerged to help c-store operators optimize store performance. Operators for whom growth is the goal have started adopting these new software solutions. To be clear, store performance software compliments and goes way beyond the traditional back office system.

A key benefit of optimizing store performance is that it not only results in same store sales growth, it also positions the operator to successfully add new stores to his or her chain.

Five Things to Know to Systematize C-Store Growth

  1. Know the main areas that must be automated for the desired systematization
  2. Know problems that the system(s) must overcome
  3. Know how the problems are solved manually
  4. Know the software options available and what must be built or integrated
  5. Know someone that has systematized c-stores

Research C-Store Growth Systems

Read more on best practices for c-store performance systematization –  “Optimize C-Store Performance – The proven way to increase sales, simplify work and make time to grow.”

C-Store Performance- Related blogs and links

You may also like a related blog regarding:

Four Levels of C-Store Performance Growth

Top 20 Chains Own 30% of All Stores

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C-Store Performance – 5 Obstacles to Growth

5 Obstacles to C-Store Performance Growth

It’s hard to grow when you’re fighting fires. It can be frustrating to put aside important work regarding new promotions, up-selling, staff training due to emergencies or big problems that are making you lose money. Basic daily operations, if poorly managed, take priority over even the best intentions to increase sales. Here are some of the top 5 obstacles that high growth companies have had to overcome.

  1. High theft from employees and delivery staff
  2. District managers consumed with interviews or covering for missing managers.
  3. Dirty stores, unfriendly service, unhappy customers
  4. Silence and disregard to problems or the opposite – finger-pointing and blame
  5. Pumps with bags and broken coolers that take too long to fix

Customers are buying every day. Making the most of sales opportunities happens when your managers focus staff on customer service. Addressing problems quickly and establishing work practices to avoid them make it possible to optimize c-store performance. There is a proven system to optimize c-store performance. It starts by removing the obstacles to growth.

Download the Proven Way to Remove Obstacles to C-Store Growth

Download the whitepaper with a full list of c-store obstacles and learn how high growth companies overcome them. Find ways to improve with the white paper –  “Optimize C-Store Performance – The proven way to increase sales, simplify work and make time to grow.”

C-Store Performance- Related blogs and links

You may also like a related blog regarding:

C-Store Performance – The Proven System for Growth

Top 20 Chains Own 30% of All Stores

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8 Steps Consultants Use to Increase C-Store Sales

Sometimes familiarity and routine can block easy changes that can increase your c-store sales. Getting a fresh set of eyes to work with your team can be a quick  way to find a few break-through changes that can increase sales. Habits and history can sometimes limit choices and an outside view of possible changes can provide a different list of options to consider.

Attention Brings Focus

Engaging staff to think and share experiences while also opening the possibilities to new ideas brings attention to obstacles and opportunities. Focusing on making things better while reviewing existing work habits can uncover good ideas that are not hard to implement. For example, store managers may share that up selling is not consistently done. routine operations may have become sloppy and need improvement. Other times, you may learn that the competition has a lot better offers that have not been addressed. Many times, a new look at promotions and signage brings new ideas to the buyers that may not be aware of specific-store conditions.

Getting Buy-in for C-Store Performance

During the process of gathering information from staff, they become an owner of the new ideas. It also ensures the store-specific conditions are considered and as well as providing staff with a corporate perspective that may not be understood. Everyone gets a chance t0 understand the full range of issues. The most common obstacle is just the business of doing one’s day job that prevents special projects.  Having a consultant provides someone with the specific job to do the assessment, brings perspective and focus. Such a resource can often spark the energy and activity to make a few changes that have been left to be done ‘when we find time’. Of course, considering necessary work flow and keeping the changes to a few critical items is important to avoid overwhelming the staff and missing existing work tasks that remain necessary.

Choosing C-Store Consultant

When choosing a consultant to help your c-store operations to increase sales, experience and fit are key. Make sure you have sufficient buy-in from leadership and the objective is made clear. Setting a timeline and promoting open dialog will increase the initial participation level from your staff. Finding a consultant that understands your culture and works to balance existing needs with the right amount of change will provide the best results. Before choosing someone to help, ask for an outline of the consultant’s planned activities. Spend enough time so both you and the consultant have a clear understanding of the scope of work. While each situation is different, there are a few basic steps that any consultant will take to ensure a successful store-sales engagement.

8 Consulting Steps to Increase C-Store Sales

  1. Interview District Managers to Assess Strengths
  2. Visit Stores to Assess Cashier Interactions and Store Presentation
  3. Compare Competitive Promotions and Product Mix
  4. Determine Budget and Flexibility of Service Options
  5. Brainstorm Options and Pick the Best
  6. Implement Options and Train Staff
  7. Measure and Understand Results
  8. Celebrate Success, Learn from Failures and Adjust as Needed

Change versus Stability

Great operations know their culture and strengths. They seek outside perspective to challenge weaknesses and improve strengths. No one wants to delegate leadership, but having different perspectives add value and grow teamwork. Hiring a C-Store consultant will bring a balance of convenience industry best practices to your company’s culture and corporate capabilities.

C-Store Performance- Related blogs and links

You may also like a related blog regarding What C-Store Managers Need to Increase Sales.

C-Store Customer Survey Software – Product Information.

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C-Store Employee Retention – Two Birds with One Stone

C-Store employee retention is a must-measure goal for any successful operation. A nice benefit of working to retain employees is that often the very work that helps keep them also makes them a better asset to the company. C-Store training programs are like the stone that gets two birds. It makes the employee work more efficient and effective and helps them to stay with the company. The retention benefit derives from their personal satisfaction of knowing how to do the job well AND by having the opportunity to be promoted as they developer new and better skills.

Low C-Store Turnover Provides Time for Important Work

If too many employees quit or have to be fired, managers must spend time hiring and providing basic training. While its inevitable to spend some time hiring, too much turnover requires too much time away from other store operational activities. Additionally, the training for new hires is typically the most fundamental tasks just to allow the employee to operate at a minimal level. When the average employee tenure is longer, there is the option to spend time on more advanced training topics like upselling and store manager activities.

Ironically, the time that is required to train new hires can be provided to help avoid some of the turnover issues. That is, by providing training some of the staff will increase skills. With higher skills there is better performance and more satisfaction – both from the employee and the manager. With better skills there often follows better results, possible promotions and job satisfaction. A positive cycle can build leading to improved retention. So training can become a positive tool to keep employees rather than simply the lost time needed to get a new person up to speed to fill the empty slots.

C-Store Growth Needs Employee Retention

If you are a growing operation, then C-store employee retention is even more important. With new stores there must be additional managers and staff. The ability to have a manager that knows the company procedures and culture at a new store simplifies the challenges of adding new capacity.

Retraining and building culture with new staff is time-consuming and expensive. It is, however, a necessary part of building an operation that runs well – one that will achieve its goals. There are several key drivers that impact c-store retention.

Employee Compensation Needs Impact Turnover

Despite our best efforts to provide a great work environment, there is a need to earn enough money. Each person has different needs, desires and motivation. While nearly everyone wants more money, many strive to achieve higher incomes. For highly motivated individuals, higher pay is often a necessary part of staying with a company. With such motivation there is a high fit towards learning and fully engaging with the company opportunities. A driven person is a good candidate for training to take on new responsibilities. When there is a fit with motivation, capability and training employee develop thrives. It is a win for both the company and the staff. It helps the company to have candidates to fill open slots and provides the employee a chance to improve their careers and make more money.

C-Stores Need Great Managers

As part of a development process, the company gets employees that can work smarter and achieve more. The employee gains new skills and the company wins. During the training, it is easy to pick out staff that are quick learners. Further, their attitude and goals become clear. A good coach or mentor who understands people and the company culture can help ambitious employees go further. It is easy to see a good fit.

Two Birds with One Stone

As such, the development of staff makes them better in their current job and identifies candidates for promotion. Any work that helps to keep good staff and develops store managers is a double win. Some call this approach getting two birds with one stone. Using training that has a clear path to management positions makes it possible to both train new staff and find great candidates for promotion. Everybody wins.

Develop C-Store Managers and Retain Your Best Employees: More C-Store Development Tips

If you found this idea useful, you may enjoy a 40 second video with a great example of how one DM trained a store manager to address labor hours in her scheduling.
There is also an article in CSP Daily with 3 ways to improve employee performance.

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C-Store Managers – What Do You Need to Increase Sales?

We asked our best C-Store Managers – What Do You Need to Increase Sales?

We often work with top stores that already have great customer service, nice clean stores and top results. We expected to hear that they needed more money for new hires and bigger bonuses for increased sales results. We certainly heard about more money with a few of the responses. Everyone wants to hire good people and be rewarded for achieving good results. Good companies, however, already pay well.

What we heard the most may surprise you. We took the feedback from dozens of top managers over the course of several months of sales consulting. We watched and listened to what they needed to increase upselling and drive net profits. Perhaps more interesting was what we did not hear as the most important needs:

NOT On the Most Needed List

  1. More Money for Store Managers
  2. Loyalty Programs
  3. Better Locations

Clearly, the above items can help increase sales, but these store managers were focused on addressing what they thought they could control, yet did not cost a lot of money. That is, what things can they manage as a company that impact sales without hurting profits. So here are the top items they listed:

Top Items Store Managers Need to Increase Sales

  1. Cigarette Multi-Pack Discounts
  2. Better Promotions
  3. Gas Toppers that Drive Traffic Inside (e.g., Food)
  4. Ready to Eat Food Options
  5. Visits from Owners and Top Managers
  6. Bathrooms in Full Working Order

They brainstormed items and ranked the most important. They felt they could work with suppliers to use promotional money that was available to help their staff increase sales by providing high value to customers while maintaining the margins due to supplier incentives. Even signs can be provided by suppliers with new products or hot specials that matter to customers. Of course, food is such a big area these days. Maybe the most surprising was the simple things they wanted from top management – store visits and help with maintenance items. Their staff is much more likely to do just a little extra when they see their owners and managers in the store motivating them and keeping the store a nice place to be proud to work in.

Related Information – C-Store Operations Assessment

If you work on things like up-selling, you probably care a lot about C-Store Operations and Performance. Take a free assessment of your C-Store operations. You will receive a written summary along with ideas to try to make operations a little better: Rate Yourself – C-Store Performance Assessment.

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How C-Store Managers Get More Upselling

Upselling in C-Stores – Leaving the Comfort Zone

The biggest obstacle to consistent upselling is cashier reluctance or discomfort. Store managers consistently state that upselling works when done well. Many, however, argue that getting consistent upselling from cashiers is not an easy task.

Just like most things building a habit takes time and practice. Managers must be consistent with expectations and make sure the staff know how to do it. Once trained, however, the job of the manager is to ensure it is done.

Many argue that having a tool to measure upselling is a key. Such a tool can measure the results of upselling by looking at:

  1. Average Sale
  2. Sales of Promotional Items
  3. Sales with Multiple Items
  4. Sales with Discounts
  5. Customer Traffic – Upselling a Return Trip
  6. Total Sales

Getting over reluctance is an important part of training and practice. Most managers will agree that if you know a customer well, you will know how to upsell. For some, it is just having their regular item available or calling them by name. For others, they may just be too rushed or distracted to bother. Sometimes, a friendly smile is all you can do.

Despite all the valid reasons to hold back on an offer, there are so many valid reasons to provide an upsell. Making sure the customer knows you care and want their business is important. Making them feel respected and valued is critical.

Managers that drive upselling lead by example and show their staff with patience how to do it. There are some easy things that make upselling a little less stressful. For example, saving a customer money or offering a free item with the purchase can seem much less uncomfortable for a new cashier. Based on store manager feedback, here is a list of tips they suggest makes it easier for even the most reluctant c-store cashier to have success with upselling.

The Tips – How C-Store Managers Get More Upselling:

  1. Implement Cigarette Multipack and Loyalty Discounts
  2. Provide Promotions
  3. Include Healthy Snack Choices
  4. Have Dispenser Toppers To Drive Traffic Inside
  5. Provide Good Food Options
  6. Make Sure Bathrooms Are Clean and Refurbished
  7. Family Owners Should Visit Stores and Meet Staff

Reducing the Stress of Up-Selling

Having pride in your company and its offerings makes upselling an easier ‘ask’. Making it a team effort and using results to acknowledge (and sometimes reward) good efforts reinforces the desired behavior. Feeling part of the team and respected improves morale and makes a tough task just a little bit easier.

The best operators measure success. The big winners know accountability to expectations are key. The managers with low turnover and high sales master the delivery of training and oversight with patient persistence. They work with their supervision to provide the environment for successful C-Store Upselling.

Related Information – C-Store Operations Assessment

If you work on things like up-selling, you probably care a lot about C-Store Operations and Performance. Take a free assessment of your C-Store operations. You will receive a written summary along with ideas to try to make operations a little better: Rate Yourself – C-Store Performance Assessment.

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Keeping the Main Thing the Main Thing Is Key to Grow C-Stores

Time Is Limited

Steven Covey stated ‘the main thing is to keep the main thing the main thing.’ Kevin Kruse argued in his Forbes article that this practice has the power to change one’s life. For many C-Store managers the main thing is to grow. They are expected to keep the store running and growing. But there is an every-day struggle for many just to keep the store running as it is. So how can a store manager keep growth as the main thing?

Change Is Required

Growing a C-Store demands new things to happen (more customers, better upselling, improved interactions, etc.) Making things better by training your staff and improving the store appearance takes time away from the existing workload. There is a natural conflict between doing the existing work and trying to further develop people and systems. For many, ‘change while you go’ cannot be avoided if you want to also ‘grow while you go’. That is, we must keep the stores running and make improvements ‘as we go’.

Making Time Available

Since time is limited, focusing on the main thing each day is critical. One way to make time available is to eliminate low value work and only address those tasks that bring the highest value. That means, that we must choose the balance carefully:

  1. too much and we overload,
  2. too little and the customer or growth suffers.

Setting Priorities

Balancing the need for change with existing daily work is made easier by setting priorities. Identify which work items are the main things. Prioritize so work is sequenced from most important to least important. In this way, the work that is not done (i.e., not a main thing) is automatically the work that has the least value. Hence the very definition of productivity is met – replace less important work with higher value work. The key then is picking the right things- setting the C-Store Performance expectations.

Know the Priorities

Providing guidance through information, training and software makes it easier for managers choose and accomplish the most important work each day. A direct way to help achieve growth is providing the employee development and software so its easier to set priorities. How easy is it for your managers to know answers to key questions for your company, district or store? The less time spent finding answers the more time there is for implementing needed changes. For example:

  1. Same day sales – was it a good day compared to last year?
  2. Monthly sales – what are the trends?
  3. Top selling items – anything new selling?
  4. Items that are not selling at all – what happened?
  5. Customer feedback – what do they want so they come back?
  6. Communication – what feedback needs to be shared?
  7. Shift Duties – are all the shifts doing them completely?
  8. Shift Duties – any special training needed?
  9. Staff Development – are we engaging our customers?
  10. Staff Development – what inspections items failed?
  11. Store inspections – are the stores how they should be?
  12. Store inspections – are there specific areas that need improvement?
  13. Store maintenance items – is everything working?
  14. Store maintenance items – are my stores getting the support they need?

Focus – Knowing the Main Thing

If there is a place that the most important information can be found so that the manager is not wasting time gathering and sharing the information, then it becomes a quick check to decide what things need attention. Creating a list of the priorities that must be done makes work faster and even easier. Sometimes the hardest problem is just figuring out what to do first. So make it easy for yourself and your team. List the priorities. Keep the main thing the main thing.

For more information on C-Store Performance – Accountability

You may also want to read about our blog on C-Store Operations – Keep It Simple – The Hard Work?

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Things Preventing Me From Getting Stuff Done

My company provides Store Performance Systems to help companies get better results with less effort. Our culture calls for us to work the same way we recommend to our clients to work. I changed roles when I joined this company and I had to not only learn a new industry but also a new role. Despite a strong desire for the change, I found there were some things preventing me from getting stuff done. I was struggling to meet certain goals. I learned a few things over the past few months. Change for me came down to some key elements:

  1. Simplifying and repeating certain behaviors
  2. Attitude towards change
  3. Keeping track of my work

It sounds straight forward, and I have a written process, but there’s a lot of STUFF that gets in the way.

Things Preventing Me From Getting Stuff Done

Mindset. We also call it head stuff – a lot of habits and tendencies don’t go away overnight. They need to be managed well, personally by me and ideally with an accountability partner.

I’ve had some tough conversations with my business partner about professional development, meeting milestones, hitting certain goals, etcetera. He’s my accountability partner, so we frequently review what I’m doing to meet these goals. We assess where I’m failing or not following through and focus on how that affects me personally. These are milestones I set based on career development and – importantly – they are aligned with the company goals. This isn’t just accountability in my company role, it’s long term professional accountability.

Buying into the Process

During one of our reviews we discussed obstacles by asking the question “What are all the things that are getting in the way accomplishing one of my critical goals?” For example, I had a specific goal for the week. We sat down and looked at every activity not related to meeting the goal. What can we remove from that list? What does that look like? We were getting to the bare bones of “what actions do I need to do, how much, and what’s stopping me?”

Simple and Organized

That week it came down to creating an organized, simple list of actions, and opting out of certain meetings that weren’t important to personal or company goals. I may not be able to take away all activities every week, but how can I turn this planning into a process that’s sustainable and repeatable? Better yet, is the template good enough to be useful to someone else?

Here are a few takeaways that help me get on track and start doing the things that I needed to do

Start of the Day Plan

I have a start of the day plan. For me it’s a daily repeated calendar event of things I want to reference or keep at the top of my head, including goals for the month or week. Not just company goals, but the personal goals I set. I’ll even include certain attitudes and behaviors of to strive for a certain mindset.

I want to be more: insert adjective. For example: I want to be more focused I want to be more discerning I want to be more tough. Those are real things I’ve written down. It’s a bit of a mind trick. Sometimes it seems strange to write down attitudes, but there are times it has kept me on track for the day.

Be Organized

So, what are all the important things that I need to review each morning?

I lay out the important things that need to get done and either mark them off as I go or use them for staying on track. The cleanest example of this in my world is when I have a backlog of people I need to call. If I have a list of all the people there in front of me, contact info, the reason I’m calling them back, what we talked about before, it starts to take away reasons not to just call. No searching for their number or remembering what was discussed. Keep it simple and clear so I can just Do the action. Even on days when I do not feel like picking up the phone, if I have everything in place, it makes it so much easier to just do it. I find that I’m less stressed knowing that I’ve contributed to my own goals, which, yes, are aligned with company goals. Also, when I keep a record of this, the meetings with my partner become more factual and to the point. They are also shorter and oriented towards higher level problem-solving.

Focus on High Value Work

Systemizing the work helps me to focus on the more interesting work, brainstorming new ideas, or having more free time.

Simple not Easy

Working these steps into my day wasn’t easy. Our DevOps team uses a similar system. They even score themselves, measuring how they do daily and review every morning. We’ve created these systems for ourselves and developing them and sticking with it took a lot of effort, some difficult conversations, and buy-in from everyone.
We still work on ways to improve, but it has become more routine, takes less time, and is an important operational function. The results are improvement or knowing why something was missed.
When motivation is aligned expectations are clear, and behavior is simplified, the pain of change is temporary, manageable, and worth it.

For more information on C-Store Performance – Accountability

You may also want to read about our blog on Five Minute C-Store Expectations Plan?
Here is an article based on research of change from Harvard Health Publishing.

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C-Store Operations – Keep It Simple – The Hard Work

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

The path begins with your vision and mission. Your journey commences when you set goals to match your mission. Choose goals that matter and find ways to measure them. With such choices, you are on your way to productivity. Adding tasks and assignments to define the work to strive towards the goals establishes a process. While following a process will help you reach your goals, implementing a system will keep you there and allow you to adjust and maintain as you grow.

In the post, ‘Business Wisdom Within’, Alan Nicol summarizes that many proven management methodologies are founded upon simplicity. He states that Six Sigma uses the concept of reduced variation. Mr. Nicol likes how Lean Methodology drives to simplify both processes and management structure. His rule for simple: Effectively accomplish what is important with the fewest possible resources.

C-Store Operations – Signs of Excessive Complexity

  1. Imprecise measures
  2. Vague responsibility
  3. Denial of problems
  4. Excuse generation
  5. Training headaches
  6. Increased skill demands
  7. Operational paralysis

C-Store Operations – Complexity happens with change

Complexity is not something that anyone desires. No one chooses to make things harder than needed. It just happens as things change. Companies grow, management is added and new technology arrives. The work process is not always updated to match these changes. Complexity is not the result of a plan but rather the unresolved left-overs of the old. In the real-world of on-going operations, considering every aspect of a change is often not possible. Employees must keep the company working and thereby redundant or inefficient work occurs and the complexity increases.

C-Store Operations – Redundancy is not always obvious

The outdated or modified work flow may require extra work to find, document and communicate the new way. It can be a simple email, a change to a daily report or a training program. Training, communication, systems and procedures may not be synchronized and employees may be doing a combination of old and new assignments. For example, tracking and reporting are part of a system. Such information requires the employees to do work that is passed to others. When changes are made, these old tracking and reporting tools may no longer be needed. There are many kinds of work of which the producing employee may not be aware. When such work is no longer needed the person doing the work must be notified. This is one way simplification can make things better. The removal or re-allocation of work can increase production rates.

C-Store Operations – Keep It Simple – The Hard Work Steps

  1. Start with mission, vision, and core values
  2. Keep it simple – 10 measures max
  3. Publish results and analysis
  4. Score as many as needed to explain and call to action
  5. Make communication part of the action plans
  6. Find and remove work that is not necessary
  7. Ensure feedback is given with the same rigor as the scoring
  8. Make if Fair and Fun
  9. Reward results – money, time and appreciation

C-Store Operations – Keep It Simple – The Hard Work- Related blogs and posts

You may also like a related blog regarding a balanced scorecard. When choosing your goals and measurements a balanced set can help. For a business school point of view, you may enjoy Simplicity-Minded Management by Ron Ashkenas in the Harvard Business Review.

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Making C-Store Changes – Does It Have to Be So Hard?

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 tackling change can sometimes feel overwhelming. The idea of getting new ideas into action can just seem too hard.

Many will consider making c-store change if it does not require staff to do anything new. They seek the silver bullet of change that occurs regardless of the work from staff. Some will analyze other operations that work well. Some companies can make it look like staff perform the same tasks the same way every day without any changes. That is, they have it figured out. If you already have a c-store operation that is performing very well and there is a functioning system to keep it that way, then in theory no changes are needed. We have visited companies that seem to do everything right. They have a great brand, they make big profits, they increase sales, customer satisfaction is maxed out and employees fight hard to get a job.

Making C-Store Change Can Look Easy for Some

We know great companies when we shop there. They are polished and appear fortunate to have the time and money to make it happen. Their staff simply do their work without a lot of stress and earn big rewards. These types of companies must be eager to keep things stable and on the good path.

Facing Change – The Inverse Rule of Change Resistance

An interesting point, however, is that the many successful companies keep pushing their company, systems, and staff to change – and grow. While they do it well and appear to make it look easy, the best companies often have a new goal and plan for improvement. That is, those that appear to need to make changes the least are often the ones that seek change the most. Perhaps that is the basis for the adage ‘grow or die’. Growth mandates change. So those growing may just consider it a necessary part of normal business. Perhaps change is understood and managed just like the rest of the business.

For those that want to do better, but do not feel fully equipped to make it happen, face a tough decision. They know that changes are needed, but worry about making things worse. One big challenge is how to change and avoid creating a new problem due to team morale.

A First Step Toward Change

That is the real issue for many of us – the desire to improve, but worry that making changes may make things worse due to employee resistance. Once the change decision is made, then managing the amount of change becomes a key to success. According to Kevin Ready, Motivational Drivers are the fuel behind what team members do and why they do it. Managing the amount and pace of change is critical. Avoid having managers focus on only their own or even the company needs but consider the teams need for stability. Change creates resistance based on the desire for stability. The real, albeit temporary, loss of stability is the source of resistance. Getting the team involved in the process can help to reduce the fixation on stability and thus the resulting resistance. Addressing impact on stability with buy-in is one way to reduce the resistance to change.

The first step is to decide to change. What if, instead of starting with fixing the problem, you simply try to get some buy-in to the goal of change AND to the things that matter the most? What if the change becomes driven from those that must make the changes, with their consent and support? Making one successful step may increase the desire for the next change. With a great attitude and a little teamwork who knows – the fear of not changing may be greater than the fear of making changes to get better.

Employees who have input on changes are then more likely to buy-in to them. When they see the natural consequences of staying the same, they may start to own the need to make a change. With bottom-up changes, attitudes and performance improve and, with them, so do results. Start early and get input so you can get busy making c-store changes.

For more information on related materials read about C-Store Accountability – Do You Have to Be So Mean?

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