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2. Why Your Team Culture is More Important Than Your Business Strategy (And What to Do About It)

In our last post, we began our deep dive into the strategic insights from John Carey, President and CEO of EG America, and explored why his enterprise-level thinking is incredibly relevant for independent convenience store operators. We highlighted that culture is the foundational element for any successful business transformation. Today, we’re going to truly unpack that concept and understand why, as Mr. Carey puts it, “culture eats strategy for breakfast.” 

Listen to the Future Of Convenience podcast here.

If you’ve ever thought of “culture” as just another corporate buzzword that doesn’t really apply to your smaller operation, it’s time to reconsider. Mr. Carey, with his extensive experience across diverse industries, has learned that even the most brilliant business strategies fail every single day because the people responsible for executing them don’t genuinely buy into the vision. This reality is even more critical for independent operators because you have fewer layers between your grand plan and its actual execution on the ground. 

Consider your own business for a moment. You might have developed the perfect plan to boost food sales, enhance customer service, or expand your product selection. But if your store manager doesn’t believe in that plan, or your part-time associates don’t understand why it matters, your customers will never fully experience the improvements you envisioned. Mr. Carey states it bluntly: “If your frontline staff don’t buy into your strategy, you will not succeed because the customers will not understand it.” This powerful insight reveals a fundamental truth in convenience retail: your strategy is only as strong as your weakest customer interaction. Every transaction, every greeting, every decision made by your team either reinforces your brand promise or undermines it.

Mr. Carey emphasizes the importance of winning the “hearts and minds” within your organization. This means creating alignment between your aspirations and what happens when you’re not there. The real challenge isn’t simply developing a good strategy—Mr. Carey calls that the “easy piece.” The truly difficult work lies in building the culture and ensuring successful implementation. Without your team’s genuine commitment, you “don’t have a hope” of succeeding. A positive culture directly impacts the “guest experience and how they interact with your brand.” 

So, what concrete actions can you take to cultivate a strong team culture?

• Recognize that your strategy, no matter how brilliant, relies entirely on your team executing it. Your business plan is only as good as the people who bring it to life. This means dedicating significant time and effort to fostering a strong team culture rather than solely refining your business plan. 
• Elevate your store managers and frontline staff. Make them the “heroes of our business.” They are the face of your brand, interacting with customers daily, making crucial split-second decisions and representing your business when you’re not there. If they don’t feel valued, or if they don’t understand how their role contributes to your success, their job will be just that—a job, not a mission. 
• Ensure your frontline team understands and believes in your business goals and vision. It’s not enough to tell them what to do; they need to understand why it matters. If you’re launching a new food service program, for example, help them understand how better food leads to happier customers, strengthens your community reputation, and ultimately creates more job security and advancement opportunities for them. 
• Invest in training and support for your staff, particularly those customer-facing roles. Equipped with the right skills and knowledge, your team will feel more confident and capable in delivering the desired customer experience. 
• Listen to your store managers. They are truly closest to the customer and have invaluable insights into what works and what doesn’t on the ground. Their feedback is essential for refining your strategy and adapting to real-world conditions. 
• Create an environment where staff feel valued and are motivated to deliver the desired customer experience. Mr. Carey implies that difficulties in recruiting and retaining managers might stem from not making them feel like the heroes they truly are. This could involve better tools, improved recognition programs, or simply fostering a sense of belonging and shared purpose. 

Building a strong culture isn’t an overnight task, but it starts with intentional actions every single day. Every interaction you have with your team, every priority you set, and every way you respond to challenges sends a clear message about what truly matters in your business. This cultural foundation becomes even more critical as we prepare to discuss the rapid changes in the convenience market.

In our next post, we’ll explore why the “status quo” is no longer an option in today’s convenience market and how the strong cultural foundation we’ve just discussed becomes essential for navigating constant change and market evolution.