Driving employee engagement is critical to building strong teams and reducing turnover. CStore Decisions reached out to Matthew Mathison, a seasoned entrepreneur, investor and co-founder of MBL Partners — with new book “Leadership Orbit” out now — for insights on retaining effective employees and improving employee engagement.
{CStore Decisions/CSD} How can store managers take part in boosting morale and creating a positive environment?
{Matthew Mathison/MM} Store managers play a crucial role in shaping the work environment and setting the tone for employee morale. To truly boost engagement and foster a positive atmosphere, they need to be empowered — not just with authority, but with real opportunities for growth, skill expansion and meaningful rewards. … Managers should feel like they are not just overseeing a store but leading a team as if they were the business owner. Creating a culture where their success is directly tied to the store’s success fosters a deeper level of investment and accountability. Encourage them to take ownership by involving them in decision-making, goal setting and operational improvements.
Additionally, managers need the right tools and support to lead effectively. This includes access to leadership training, clear performance metrics and real-time feedback from both employees and upper management. They should also be equipped with strategies for recognizing and motivating their teams. … A well-supported, engaged manager leads by example. When they are motivated and feel valued, that energy cascades down to front-line employees, creating a workplace where people feel proud to contribute and stay committed for the long run.
{CSD} How can high-turnover industries such as c-stores best facilitate communication and feedback?
{MM} Make it matter to them. Effective leadership isn’t about what benefits the owner or manager — it’s about showing employees how their contributions lead to their own success, which in turn drives the success of the business. … If they feel valued and see the direct impact of their efforts, they will be more engaged and motivated. Equally important is ensuring that feedback flows both ways. Are owners and managers truly listening? Are good ideas being acknowledged and implemented when they make sense? Employees need to see that their input matters, or they will stop offering it. Finally, don’t let negativity dominate the workplace. A toxic employee — no matter how difficult they may be to replace — can do far more damage to the store’s culture and morale than an empty position ever could. …
{CSD} What are examples of recognition and reward incentives that might work to boost engagement in a convenience store setting?
{MM} Compensation is the most straightforward and frequently used reward, but true engagement comes from a mix of financial, professional and personal incentives. … Beyond financial rewards, offering growth opportunities can significantly boost engagement. Consider incentives like educational programs, specialized training, mentorship or leadership development courses. Employees should feel that doing a great job isn’t just about earning a paycheck — it’s a pathway to greater opportunities and career advancement.
Recognition should be meaningful and tied directly to performance. Instead of generic programs like “Employee of the Month,” focus on real, tangible achievements. Call out employees who hit key goals, improve customer satisfaction or take initiative to improve store operations. Recognition doesn’t always have to be public — sometimes, a direct and personal acknowledgment from a manager is even more impactful. Small but thoughtful incentives, such as extra paid breaks, flexible scheduling or even a choice in shifts, can reinforce that good work is noticed and appreciated. The key is making sure employees see a direct link between their efforts and the rewards they receive.
{CSD} What advice do you have for c-store retailers for turning engagement into better retention rates?
{MM} Your employees — whether they’re long-term staff or short-term hourly workers — are the backbone of your business. They keep your stores running, ensure cleanliness and safety, and directly impact the customer experience. If you want to improve retention, you must engage with them in a way that makes them feel valued and invested in their work. The key is to help employees see that their jobs matter. When people believe they are part of something bigger — a culture of service, efficiency and excellence — they are more likely to stay committed. Show them how their daily tasks contribute to meaningful outcomes, whether it’s improving customer satisfaction, increasing sales or maintaining a store environment that customers trust.
