Strong convenience store performance begins with effective leadership. The best managers aren’t stopping at schedules and cigarette counts. They’re developing people and driving culture to build resilient, profitable stores. This article explores strategies from industry leaders on how that kind of leadership is built from within.
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
- Protect 15 minutes daily for staff coaching.
- Review training materials monthly and reinforce one key lesson.
- Delegate at least one recurring task to develop a team member.
- Recognize one employee action that shows ownership every week.
- Keep leadership visible — model calm, curiosity, and consistency.
