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WWW.NATS O.

C O M

MAY/J U N E 2 01 5

THE MEMBER MAGAZINE OF NATSO, REPRESENTING THE


TRUCKSTOP AND TRAVEL PLAZA INDUSTRY

THE
LEADERSHIP
LEADERS CONVERGE
ISSUE
AT THE NATSO SHOW
Leadership and
the Bottom Line
Strengthening
the Team (8 Tips!)
What to Do When You
Are the Aspiring Leader

CHAIRMANS LETTER

The Significance of Leadership

L
TOM HEINZ
CHAIRMAN OF THE BOARD

eadership is the most important aspect


in every facet of our livesboth individually and within our families, our
businesses, our communities, our government and our society. Without effective
leadership, we cannot grow!
According to Deloittes Global Human Capital Trends 2015 survey, leadership ranked as one of the most pressing
talent challenges faced by global organizations for the third year in a row.
There have been more books written
on leadership than any other subject. After reading the biographies of Mahatma
Gandhi, Mother Teresa and Sir Winston
Churchill (even though it has been said he
indulged a bit), NO translation is necessary in defining the qualities of leadership.
At its core, leadership involves pursuing a
bold strategy and inspiring those around
us. Ultimate leadership is when subordinates are inspired so much by the vision,
they follow. As Gandhi says, I suppose
leadership at one time meant muscle; but
today it means getting along with people.
Effective leaders think about their
teams needs before their own and take
time to invest in the people around
them. Within a business, people are the
center of everything we do, and how
we lead effects every aspect of our operations. Strong leadership results in employees who are more engaged and committed, which leads to greater customer
satisfaction and improved profits. Employees who are committed can reduce
shrink and also reduce turnover. It is also
our leadership that helps us attract new
employees, who can grow into our next
generation of leaders.
Leadership does not come from a title.
Every employee at our locations can be
a leader to those around them. Sometimes the best leaders are the people who

can boost morale and encourage those


around them.
There is no right or wrong form of
leadership, and what works for one leader doesnt necessarily work for another.
We often see new titles on the New York
Times bestsellers list that incorporate
the latest fad of the month or new workshops that tout new leadership methods.
While we may not apply every new thing
we learn, we can mine any new source
of information for the nuggets that will
work for us and our employees.
I believe being a leader is an evolutionary process in which there is always more
to learn. I know from experience that my
peers have been important in helping me
develop and grow as a leader. Within this
issue of Stop Watch, key leaders in the industry have shared what works for them
and how they have developed their own
leadership styles.
Our industry is filled with great leaders who are always willing to share their
knowledge and serve as an inspiration. To
be successful, we must continue to improve
our own leadership skills while investing
in our staff. According to the Deloitte
study, In todays competitive business environment and rapidly evolving world of
work, organizations should continuously
develop a robust portfolio of leaders who
are ready to engage employees, push forward growth strategies, drive innovation
and work directly with customers.
Best regards,

Tom Heinz
Coffee Cup Fuel Stops & Convenience
Stores, Inc.
NATSO 2015 Chairman
www.natso.com

WWW.NATSO.COM

MAY/JUNE 2015

THE MEMBER MAGAZINE OF NATSO, REPRESENTING THE TRUCKSTOP AND TRAVEL PLAZA INDUSTRY

FEATU R E S
8

THE LEADERSHIP ISSUE:


Leadership Trends That are Changing
the Way Businesses Operate and
What You Can Do About It
Staying ahead of leadership trends can help
truckstop and travel plaza operators prepare for
the future. Stop Watch has identified the future
leadership trends that could take shape in the
coming years and detailed how truckstop and travel
plaza operators can prepare.

EFFECTIVE LEADERS =
HAPPY EMPLOYEES,
HAPPY EMPLOYEES =
HAPPY CUSTOMERS,
HAPPY CUSTOMERS =
IMPROVED PROFITS

10

TRENDS IN LEADERSHIP
[INFOGRAPHIC]

13

NATSO OPERATIONAL
EXCHANGE

18

LEADERS CONVERGE AT
THE NATSO SHOW

20

WHAT TO DO WHEN YOU


ARE AN ASPIRING LEADER

11

EIGHT TIPS FOR


STRENGTHENING THE TEAM

TR E N D S
TREND NO. 1: INCREASED ENGAGEMENT
WITH DIRECT MANAGERS

TREND NO. 3: MORE MANAGEMENT


OF GENERATIONAL DIFFERENCES

An employees relationship with his or her

TREND NO. 2: ENHANCED FOCUS


ON COLLECTIVE LEADERSHIP VS.
INDIVIDUAL LEADERSHIP

direct manager is the most critical factor in

In the past, leadership resided in a single

change the business scene as they obtain

employee engagement. Effective managers

person or role, but going forward, leadership

more leadership positions with high-level

who can coach employees and maintain

is expected to be more of a collective

responsibilities, according to a report by

day-to-day relationships will have a more

process that is spread throughout networks

Aon Hewitt Top Companies for Leaders.

productive workforce.

of people, according to the Center for

Businesses will need to learn how to

Creative Leadership. Businesses will begin

maneuver the generational differences

asking what conditions they need for

that will likely arise as Millennials take on

leadership to flourish rather than asking

leadership roles and executive positions

who the leaders are.

and Baby Boomers delay retirement.

For more on this trend see page 8 and 24

For more on this trend see page 10, 20

For more on this trend see page 6, 7, 8,


10 and 11

The growing number of Millennials will

and 24

D E PARTM E NTS
03
Chairman's Letter
THE SIGNIFICANCE
OF LEADERSHIP

06

Great Ideas!
FIVE WAYS TO SHOW YOUR
TRUCKSTOP EMPLOYEES
YOUR THANKS
INCREASED ENGAGEMENT
WITH DIRECT MANAGERS

14

Foundation Update
INDUSTRY LEADER BILL
SAPP RECEIVES THE
HALL OF FAME AWARD

26

Great Ideas in Action


PETRO FARGO

24

Member Profile
INVESTING IN
EMPLOYEES AT COFFEE
CUP FUEL STOPS

We Want to Hear From You!

Do you have comments, ideas or suggestions? Dont hesitate to contact us.

Chairman
Tom Heinz

Editor
Amy Toner

President & CEO


Associate Editor
Lisa J. Mullings Mindy Long
Stop Watch is published bimonthly by the NATSO Foundation,
1330 Braddock Place, Suite 501, Alexandria, VA 22314
Copyright 2015 by the NATSO Foundation. All rights reserved. No
part of this publication may be reproduced, stored in a retrieval
system, or transmitted, in any form or by any means, without written
permission of the publisher. All editorial materials are acceptable
and published by Stop Watch on the representation that the supplier
is authorized to publish the entire contents and subject matter.
Such entities and/or their agents will defend, indemnify and hold
harmless Stop Watch and the NATSO Foundation from and against
any loss, expense or other liability resulting from claims or suits
for libel, violation of privacy, plagiarism, copyright or trademark
infringement and any other claims or suits resulting from the
editorial materials. Periodicals postage 024-723 paid at Alexandria,
VA and other mailing offices.
POSTMASTER: Send address changes to Stop Watch, 1330
Braddock Place, Suite 501, Alexandria, VA 22314

The NATSO Foundation


1330 Braddock Place, Suite 501, Alexandria, VA 22314
Email: editor@natso.com / Phone: (703) 549-2100
http://www.facebook.com/NATSOInc / www.natso.com

TREND NO. 4: GREATER EMPHASIS ON


SUCCESSION PLANNING

TREND NO. 5: INCREASED DEVELOPMENTAL


OWNERSHIP TO THE INDIVIDUAL

TREND NO. 6: SOCIAL MEDIA GROWS AS A


TOOL TO ATTRACT AND RETAIN TALENT

While many Baby Boomers plan to work

While companies often provide training or

As more and more leaders grow up on

through retirement, there is going to be

learning opportunities for their employees,

and/or embrace technology, the role of

a major shift in the number of people

the Future Trends in Leadership

social media will increasingly affect those

retiring from the workforce. Companies

Development report from the Center for

in leadership positions. According to a

will need to manage retirements to ensure

Creative Leadership said people develop

report from Forbes, companies will post

they retain key leaders and/or transfer

fastest when they feel responsible for

more social media updates and blog posts

leadership skills. Darren Schulte, vice

their own progress. Going forward,

in 2015, and to stand out as an employer,

president of membership for NATSO, said

employees are expected to take control of

companies will need to start posting

companies that focus on leadership also

their own growth.

more company culture related posts and

do a good job of cultivating succession

For more on this trend see page 13 and 20

leverage their employees to share them.

planning by preparing the next leader of


the company.
For more on this trend see page 11

For more on this trend see page 10

DARRENS GREAT
Darren Schulte, NATSOs vice president of membership and a retail expert, writes a biweekly retail column on NATSOs
blog. We feature the best here in Stop Watch magazine. Join Schulte on NATSOs website at www.natso.com/great-ideas
to read his digestible retail tips every other Thursday.

FIVE WAYS TO SHOW YOUR TRUCKSTOP EMPLOYEES YOUR THANKS


Employees need to feel appreciated
and there are several ways managers and owners can lift up those
around them.

1. WORK THE FLOOR.

Dont always stay locked in your office. Jump behind the counter and
work when your team members need
help. Or better yet, offer to cover the
last 15 minutes of someones shift
as a small special surprise. Join your
custodian(s) for an hourly work along
checking fuel nozzles or dumping
trash, mopping floors, steam cleaning the fuel bays, etc. Take this opportunity to see what aspects of their
jobs you can improve together. As
we mention often, it is so important
to know your customers and what
better way to know your external customers than to work the floor, where
the rubber meets the road?

2. KNOW YOUR EMPLOYEES.

Everyone wants to feel special, and


working the floor also provides you
with the opportunity to work alongside your most prized assets, your
employees. Know what makes them
tick and what is important to them. Do
this by asking them how their weekend was and simply making conversation, but be genuine in listening to
their replies. Taking time out daily to
visit with staff and to share empathetic stories can go a long way to
creating a resourceful, engaging and
profitable work environment.

May/June 2015

3. HAVE REGULAR INTERACTION WITH


YOUR EMPLOYEES.

It is important to interact outside of the


typical work environment. Sit down and
have lunch with them. Use this time to
ask questions about them personally
and ask them work-related questions
such as, Did you notice anything different today? or How were your sales?
If your organization has special events
planned for your employees, such as
on holidays, make sure everyone has a
chance to attend, especially those that
work part-time or the tough late-night
hours. These employees can often feel
left out or not part of the team. Management can always run the registers
during the hour activity as another way
to show you care.

4. CELEBRATE THE VICTORIES AS A GROUP


AND INDIVIDUALLY.

Be sure to catch people doing things


well. It is easy to catch someone doing something poorly, however catching
someone doing something well makes
a much better impact for organizational
morale and organizational financial improvement. Many experts believe that
happy employees are also healthier. Remember, an ill team member is a cost to
themselves and to your organization, so
you owe it to both to make as many positive impacts as you possibly can.

5. CREATE A FEELING OF ACHIEVEMENT.

For example, if you go a month without


having any accidents, make sure to announce it and share the achievement.
Post a mirror next to your time clock,
break area or lockers that clearly says,
You are looking at the reason we are
successful, or The most important
asset we have is you. Heres looking
at you. Celebrating achievement is
always important and creating excitement around achievements is like an
energy drink for staff.

HAVE A RETAIL MERCHANDISING, MARKETING OR OPERATIONS QUESTION? Reach out to Schulte

at dschulte@natso.com or (703) 739-8562 and hell answer your question in the next
Darrens Great Ideas! for Independent Operators.

INCREASED ENGAGEMENT WITH DIRECT MANAGERS


An employees relationship with his or
her direct manager is the most critical factor in employee engagement.
Effective managers who can coach
employees and maintain day-to-day
relationships will have a more productive workforce.
Ive said before that one of my mentors
is fond of saying, You cannot effectively service your customers until you
first effectively service your employees.
It is often simple to say this, but much
more difficult to execute it. We often get
caught up with thought processes such
as, We are paying them X, they should
do what they are supposed to do. But
we are often overlooking the fact we are
not being honest with ourselves regarding what is causing the issue.
Even worse, when we do know what
the reason for the issue is, we often
just do not address it. We fail to execute. We may be thinking, John is not
counting change back to customers
and he is creating cash over and short
situations every time he works the register. But it could be that John was
never trained properly on cash register procedures since he was hired as
a custodian and is told to jump on the
registers when we are overwhelmed
with customers.
Since we are short staffed, we continue to let John work the register and
develop skill sets and methods that we
are unpleased with, which sometime
down the road will lead us to terminating John for failing to follow company
policies and procedures. Most experts

grow within the organization and learn


new skill sets while Jocelyn is motivated and engaged by bonuses, comp
day awards and regular pay increases for job well done. Still others are
like Josephine and are motivated and
engaged by acknowledgment of job
well done, personal achievement and
making a difference. And then there is
John, who is motived by helping the
company doing whatever is needed of
him and telling stories about his family, especially about his new grandson.
agree that while money plays an important role in why people work, it is not
really the actual money that motivates
them. It is their ability to use the money
to fulfill dreams, desires and needs
that do motivate them.
Engaging your employees humanizes you and creates significant loyalty.
Feeling engaged is a strong motivator.
Employees feel bonded to their managers and organizations when they
feel they have social relationships with
others among the group, the opportunity for personal accomplishment
and growth, and that they belong to a
team and are part of something bigger
than themselves. Sometimes this is the
touchy feely stuff that we operators
like to turn a blind eye to.
Engaged leaders understand that what
motivates one person is not necessarily what motivates another person. Joe
is motivated and engaged because
he feels that he has the opportunity to

Engaged managers do not dread setting up goals and objectives. They


look forward to conversation with
their employees. Engaged employees
want to know how they are performing so they can relate it back to what
motivates them, pay, recognition and
advancement. Those that are not engaged want to remain in the shadows
and they do not want others to know
what they are doing. Goals and objectives are important parts to keeping
employees engaged.
Knowing how you are doing is important in any relationship, and that is
what your employees have with youa
relationship. Knowing where you stand
and how you are doing are corner
stones in relationships. Am I a good
dad, am I a good wife, am I teaching
my children properly? In the absence
of engagement, employees create
their own rules, their own goals and
objectives. Engaged employees want
to be measured, and what gets measured gets done.

www.natso.com

LEADER

EFFECTIVE LEADERS = HAPPY EMPLOYEES


EMPLOYEE

EMPLOYEE

EMPLOYEE

HAPPY EMPLOYEES = HAPPY CUSTOMERS


CUSTOMER

CUSTOMER

CUSTOMER

CUSTOMER

CUSTOMER

CUSTOMER

HAPPY CUSTOMERS = IMPROVED PROFITS


BY MINDY LONG

Great leadership not only improves the


energy and atmosphere of a business, it can
improve the bottom line. Research from the
Gallup Organization shows that committed
workgroups are 44 percent more profitable,
50 percent more productive and have 50
percent higher degrees of customer loyalty.
8

May/June 2015

uring The NATSO Show 2015, Ken Schmidt, the former chief marketing officer for Harley Davidson, told
truckstop and travel plaza operators that we live in a
world where everything is commoditized.
I will say until my face turns purple that there is nothing you are selling that I cant get from someone else for less
money, Schmidt said.
That is what makes the people behind the business
crucial to its success. In a world where all things are
equal and there is nothing we can sell you that you cant
get for less money, who do we choose to do business
with? It is people who we like, period, Schmidt said.

EFFECTIVELY SERVICE YOUR EMPLOYEES


The way employees treat customers
often mimics how they are treated.
Darren Schulte, vice president of
membership for NATSO, said, My
favorite quote is from a guy named
Keith Kirkpatrick. He says, If you
do not effectively service your employees, youll never effectively service your customers.
Properly servicing employees starts
with the leaders of the company. John
Egan, owner of WorkForce Innovations and an expert in leadership, said
a general at the United States Military
Academy at West Point once said that
out in the field, there is no tired unit
or fearful unit. There are only tired
and fearful leaders. The unit portrays the values and the attitudes and
the energy of the leader, he said.
Schulte said, In war people fight
for who is on their left or their right.
We say we work for companies, but
we work for our bosses. We work for
leaders. We work for the people we are
connected to.
Employees that are engaged are
happier and more productive, and an
employees relationship with his or her
direct manager is the most important
single factor in employee engagement.

UNDERSTAND GOOD LEADERS MAKE


GOOD MANAGERS
The most important thing to do if
you have a good hire and want her to
succeed is to assign her to your best
leader. The best leaders will challenge her and give her recognition,
Egan said. If you want to destroy
that ability, assign her to a bad manager. People will eventually give up.
Well-trained managers who serve as
good leaders to their employees boost
morale. In turn, that improved morale
boosts retention. Whats more, todays
young managers and employees will

become tomorrows leaders, which increases the odds companies will be able
to hire from within.
Managers should also coach and
develop employees. Egan said coaching is an important part of a business.
Sometimes people want to do the
right thing, but they dont know how,
he explained. You can put them in a
class and give them the right tools and
techniques. (Learn more about how
todays leaders engage and train their
employees on page 11).

FOCUS ON EMPLOYEES WORKING


DIRECTLY WITH CUSTOMERS
Egan told Stop Watch that business
owners should always take a close look
at the employees working directly with
customers. He asked, Are they committed to doing quality service or are
they doing what theyre told? What do
you want that interaction to be?
Youve all been to a restaurant and
a very friendly waiter sees a camera at
your table and comes up and offers to
take a picture. Another waiter will say
yes if you ask them to take a photo
and the third person will say they
cant, Egan said. Which restaurants
do you most enjoy going to?

KNOW THAT PASSION AND TIME MATTER


Schmidt said passion is the most instantly mimicked behavior and that
passion can transfer from leaders
to their employees to the customer.
Human beings are pleasure seeking.
We like to show people we are joyful
and nice because that makes us more
likable to other people, he said.
Timing is also important when caring for both employees and the customers. The faster people seeing us
reacting to them, the faster they like
us, Schmidt said. Every human being wants to be lifted up to feel special.
Who are you going to lift up today?

TAKE A LOOK AT YOUR CULTURE


Doug Rauch, former chief executive officer of Trader Joes, a retail
expert and a featured speaker at The
NATSO Show 2015, said that culturethe core values within a companyhelp create brand identity,
build a strong workforce and attract
consumers, all of which factor into a
companys bottom line.
Strategy is important. The problem is, some companies forget
about culture, Rauch said, saying cultures of care or cultures of
trust, which start with the type of
leadership within a company, beat
cultures that are fear driven or command controlled.
A culture that resonates with customers will result in increased sales
and customer loyalty. If you give
a great customer experience, youre
going to get more engaged customers who are out there being your
ambassadors. When your customer
is having a great experience, your
employees get the echo.
Sometimes innovation, which is
crucial to the long-term success of
a business, can only come from being willing to experiment and letting employees try new things. In
order to really succeed, businesses
and the leaders within them have to
create learning organizations where
mistakes can be part of a grander
plan, Rauch said.
Make sure youre taking a risk
and willing to fail in those areas
where you need to learn something, Rauch said, adding that
failures should not be swept under
the rug. To be a learning organization, you have to share your failures. If you have a culture where
people have to hide their failures or
theyre punished, youre not creating a culture of trust.
www.natso.com

TRENDS IN

Leadership
Great leadership not
only improves the energy
and atmosphere of a
business. It can improve
the bottom line.

Committed workgroups are 44% more profitable, 50% more productive and have
50% higher degrees of customer loyalty. The Gallup Organization

Direct replacement costs can reach as high as 50% to 60% of an employees annual salary,
with total costs associated with turnover ranging from 90% to 200% of the annual salary.
Society for Human Resource Management (SHRM)

Millennials, like most employees, look to their direct manager as their number one source
of development. Overall, Millennials want feedback 50% more often than other employees.
SuccessFactors

High-performing companies
spend 1.5 to 2 times more on

leadership

than other companies, and


reap results that are triple or
quadruple the levels of their
competitors. Deloitte

Companies with highly engaged


employees experience a significant
decrease in the number of
customer complaints, have lower
turnover and are 52% more likely
to grow their top line.
Development Dimensions
International Employer Survey

Anywhere from 13% to 28% of employees are highly passionate about their jobs
and their organizations. The rest are neutral or worse, actively disengaged and just
putting in their time or even undermining their organizations.
Workforce Performance Solutions

The employees who are the most committed perform 20% better and are 87%
less likely to leave the organizationindicating the significance of engagement to
organizational performance. SHRM

10

May/June 2015

While managers are more vital to communications


than ever, only 28% of companies are evaluating
managers on these skills. Towers Watson

53%

of Millennials aspire to become


the leader or senior executive of their
own organization. Deloitte

65%

of employees plan to work


beyond typical retirement age.

DEC

USA Today

2.7

million people quit their


jobs in December.

U.S. Department of Labor

8 TIPS
FOR STRENGTHENING THE TEAM

BY MINDY LONG
Strong leaders know that they are only as strong as the team surrounding them. Effective leaders take
time to coach those under them, which ultimately improves operations and the companys profitability.

ohn Kotter, professor emeritus


at Harvard Business School and
an expert on leadership and
change, has said that successful corporations dont wait for leaders to come
along. Instead, they actively seek out
people with leadership potential and
expose them to career experiences
that will develop that potential.
Jim Goetz, president of Goetz Companies, knows that he is only as good as
those around him. Surround yourself
with those people who have that same
passion and drive and dont be intimidated. You want people to have a similar vision but they dont have to share
the same way of getting there, he said.
Operators told Stop Watch that
finding and building a strong team
takes work but is worth the investment. Developing people, I think,
is the best part of my job, but it can
be the most frustrating too. You
have to have patience and be willing

to allow them to make some mistakes, like we all do. But when you
get there, it sure makes for a happy
group of people, said Lisa Beach,
retail operations manager at Stamart
Travel Center.
Operators shared their inside tips
on how they work to cultivate their
employees and the companys leaders.
HIRE RIGHT:
Building a great team starts
with hiring the right employees.
Martha Leon, general manager of
Sacramento 49er, said she takes time
to hire great employees, even in areas where she knows the company
will have high turnover, such as the
truck wash. Even if the employee
will only last for a year, we know that
employee will be a good employee
and will make a difference, she said.
We dont hire employees on the first
interview and we will usually do two

or three interviews. [Learn more


hiring best practices on page 24].
Retail expert Doug Rauch, former chief executive officer of Trader Joes and a featured speaker at
The NATSO Show 2015, said that
Trader Joes would not hire people
if they didnt make eye contact and
indicate some element of pleasure
within the first 15 seconds. The
average retail interaction is very
short, he said, adding that it is
necessary for those in retail to connect right away.
Behavioral interviewing techniques
can aid in the hiring process. The
very poor leader makes a hiring decision based on the resume, said John
Egan, owner of WorkForce Solutions
and an expert in leadership. He added
that asking certain questions can reveal
more about a candidate. You can ask,
have you ever been in a situation where
the customer was angry?

www.natso.com

11

CREATE GUIDELINES:
I think you need a company
handbook that makes sense for your
company and you need to follow it
and expect your people to follow
the rules, hold them accountable,
Beach said.
TAKE TIME TO COACH:
When employees and managers
arent performing like the company
would like, taking time to coach them
can improve the situation while also
keeping employees engaged. Youre
doing them a disservice if youre not
coaching them out of a situation. They
cant be happy in the role theyre leading if theyre not performing, said
Herb Hargraves, director of retail sales
and fuel operations at Cash Magic.
BE PERSISTENT:
Developing a strong team takes
time. Sometimes I run into managers wanting to give up on someone we
identified as a future leader too soon.
Many times we find it just takes a little
more time and direction. As long as
they are following policies and trying,
we keep working with them, Beach
said. In our area, good people or just
people are hard to come by and sometimes you need to create them.
Beach added that it is important
to keep expectations in check. I
believe we want them to be good
right away and we dont take the
time to make them good leaders, she said, adding that she understands it can be challenging to
spend time working with employees when there is still a job that
needs to be done.
INVEST IN TRAINING:
Leon said, A couple of my
managers have never been in a leadership position. With them I stress
12

May/June 2015

that they can read books and Ill


buy them books. I will also send
my managers to leadership training at the Fred Pryor Institute. I
put myself in my managers shoes to
see where they are lacking and what
they need.
Leon said her managers are receptive to her suggestions. They know
I am trying to help them get better
and they appreciate that, she said.
CONNECT
FACE-TO-FACE:
When working with newer managers, Goetz meets with them weekly. I
would try and organize goals and objectives and strategies for that department and share a little bit about how
I would approach things, he said,
adding that it is also important to let
them create their own strategic plans.
Leon meets with her managers
one-on-one once a week and provides an annual evaluation where she
can point out where they are exceeding and what they can do to improve.
GRADUALLY INCREASE
RESPONSIBILITY:
Operators said they are careful not to
give employees too much too soon.
What I try to do is hand them small
little decisions that they can be victorious at. There are mistakes, but then
we talk about the mistakes and that
helps them grow without losing confidence, said Dan Alsaker, president
of The Broadway Group.
Once Beach has identified individuals who she thinks are ready for
a leadership position, she starts providing them with greater and greater
responsibilities. The way we usually start is by giving them an area
and certain number of employees to
be in charge of, such as the health
and beauty section of the store and

the 311 shift. Give them clear direction on what you expect and the
tools to do it. Then tell them you
will measure how they are doing in
one week or two weeks, she said.
Then, Beach measures how they performed. Depending on the person,
if they did excellent, give them more
responsibility and a possible wage increase. If you see some benefit, keep
working with them giving them another area and expand their responsibility with their employees such as written
warnings, raise evaluations, ordering,
etc., she said. You dont always know
or always get it right, but you have to
try and make them into a good leader.
ENGAGE EMPLOYEES:
Trader Joes, Rauch explained,
has attracted and retained employees
by being able to step back and look
at how to create an environment
where employees are treated with respect and fairness and have a voice.
Beach suggests operators take time
to listen to their key people, ask them
open-ended questions and make
good decisions based on what they
are saying.

SURROUND YOURSELF WITH THOSE WHO CAN HELP


YOU GROW AS A LEADER DURING THE MONTHLY

CREATED BY

NATSO OPERATIONAL EXCHANGE

he best leaders know they need


to constantly expand and refine
their skill sets. Successful leaders also know the power of tapping
into the expertise of others.
Refine your skills and tap into the expertise of others during a NEW monthly member benefitNATSO Operational Exchange. Open to all NATSO
truckstop and travel plaza members,
NATSO Operational Exchange is
made up of scheduled monthly calls
that provide a forum for operators to
discuss operational questions and connect with peers on a single topic.
Limited to 15 operators, the calls
will take place on the second Thursday
of every month at 11:00 a.m. EDT,
10:00 a.m. CDT, 9:00 a.m. MDT and
8:00 a.m. PDT.

TO REGISTER:
The monthly calls are limited to 15
NATSO truckstop and travel plaza
members. You can register online at
www.natso.com/operationalexchange
or by emailing membership@natso.
com. Once registered, you will receive
the call-in information.

THE TOPICS:
Each month the group will tackle a
specific issue and there will also be a
designated time period for operators
to pose questions to their peers.
If you have an employee or operational issue, inevitably someone in
the group has dealt with this and they
can share what they have learned.

2015
MAY 14
TOPIC: Vendor and Retailer Relationships
PLAN TO DISCUSS: What makes a vendor
best? What are the key metrics between
top vendors and you? What is your strategy
to develop best-in-class relationships with
your vendors?

JULY 9
TOPIC: Loyalty Programs
PLAN TO DISCUSS: What system do you use?
How do you administer the program?
What can be redeemed?

SEPTEMBER 10
TOPIC: Daily, Weekly, Monthly Checklist
PLAN TO DISCUSS: As a leader, how do you
ensure you spend your time on the right
things? Do you have a system for daily,
weekly and monthly tasks?

NOVEMBER 12
TOPIC: The New Status Quo:
Managing Personal Impact
PLAN TO DISCUSS: Do you handle change
well? Are you flexible? Are you innovative?
What is your tolerance for risk? Are you a
manager or leader?

Register today to tap into your peers


expertise. Questions? Contact the
membership team at membership@
natso.com or (703) 549-2100.

JUNE 11
TOPIC: Human Engagement
PLAN TO DISCUSS: How can we cash in on
the professional truck driver customer we
have now to get them more emotionally attached? How can you create a warm fuzzy
feeling that prompts customers to provide
word-of-mouth sales growth?

AUGUST 13
TOPIC: Holiday Merchandising
PLAN TO DISCUSS: What is your plan to
capitalize on holiday sales and additional
traffic? What has worked well before and
what has not worked?

OCTOBER 8
TOPIC: Company Culture for the Frontline
PLAN TO DISCUSS: How do you make sure
your frontline staff lives and breathes your
culture? How do you as leaders constantly
motivate and encourage them?

DECEMBER 10
TOPIC: Best and Worst Idea
PLAN TO DISCUSS: Looking back at your
year, what were your good, bad and
ugly ideas?

You dont have to be a 20-something


or 30-something to participate. You
can be any age as long as you have
questions and advice to share.

www.natso.com

13

FOUNDATION UPDATE

Industry Leader Bill Sapp Receives


the Hall of Fame Award

uring The NATSO Show 2015,


the NATSO Foundation presented the industrys Hall of
Fame Award to William (Bill) Sapp,
the co-founder of Sapp Bros. Travel
Centers Inc.
NATSO President and Chief Executive Officer Lisa Mullings presented Sapp with the award during
the shows kickoff event in recognition of Sapps participation in his
community, the truckstop and travel plaza industry and in NATSO.
Former NATSO Chairman Roger
Cole said, Although there are many
aspects of Bills career that have been
noteworthy, his greatest legacy will
be his contribution to the people of
our industry. Bill has played the role
of a great mentor and teacher to so
many of us in the industry and the

14

May/June 2015

impact of those actions will resonate


for years to come.
Mullings said, Bill has always supported NATSO and his fellow operators. From the beginning he has
been willing to share information
and guidance, whether it is through
a quick phone call with a friend or
during an industry meeting.
In the 70s, even with the opening
of Interstate 80 still three years away,
Sapp and his three brothers realized
the business potential of the nations
largest super highway and bought
some property. They originally considered putting a GMC dealership on
it, but then learned the dealerships
were county specific, so it wasnt an
option. They started to consider a
truckstop, and Sapp reached out to
others in the industry, talking with
several operators who shared information about the business and what
was working for them.
Upon accepting his award, Sapp
said, Everyone I visited, I was going
to be their competitor, but they helped
me with lots and lots of things. I never had one of them who wasnt very
friendly and cooperative and helpful.
They told me about the problems they
had and how I could avoid them.
The Sapp brothers moved forward
with their truckstop, and their first
location opened on June 7, 1971.
By 1978, a second truckstop had
been constructed in Council Bluffs,
and the company was on its way.
Today, Sapp Bros. operates 16 travel
centers with locations in Colorado,
Illinois, Iowa, Nebraska, Pennsylva-

FOUNDATION UPDATE

nia, Utah, and Wyoming, and the


company is developing its 17th location in Kansas City, Missouri. Sapp
continues to be chairman of the
board of Sapp Bros. and is in the office almost every day.
Dave Shoemaker, president of
Shoemakers Travel Plaza, said,I have
always looked up to Bill and in many
ways fashioned my life from his. I
have laughed until I have cried with
him, went door to door campaigning
for him when he ran for a state Senate position, and if I have ever had
a question, he always made me feel
comfortable in calling him and that
he had time to talk with me.
Don Quinn, president of Sapp
Bros., said Sapp has always said that
there are three things in business:
your customers, your employees
and cash flow. Quinn said Sapp has
always cared for his employees and
puts them first. He has been very
generous in allowing people to own
stock in Sapp Bros. and has created
a profit sharing program, allowing
staff to benefit as the company has
grown. Quinn said, Bill is known
for asking his staff, How can I help
you? What can I do?

Former NATSO Chairman Dan


Alsaker said Sapp truly embodies
his faith. He said, Bills heroics
stem from his vigilant Christian
beliefs and their application in this
chaotic business.
Sapp is currently active and financially supportive of Jail & Prison
Ministries, the Gideons organization, Men in Mission, Youth for
Christ and Christian Mens Business
Committee. Sapp personally furnishes in excess of 100,000 Bibles
and New Testaments per year to missionaries in developing countries.
Within the community, he supports
countless organizations with both his
time and expertise and financial contributions. He has served on numerous community and business boards,
including Boys Town Board of Directors and Wells Fargo Business Advi-

sory Board, and he supports community organizations financially. He is a


lifetime member of the SERTOMA
club, an organization dedicated to
assisting people with hearing health
issues, and he has served in many officer capacities throughout the years for
the club. Most recently Sapp Bros.,
Sapp and his wife, Lucille, made sizeable donations to the Greater Omaha
YMCA building campaign.
In addition to being a large part
of NATSO, Sapp has been active in
the Nebraska Petroleum Marketers
Association for over 40 years.
Mullings said, Our industry, NATSOs members, the state of Nebraska
and the world have benefitted from
Bills generous nature and wisdom.
He truly embodies all that the Hall of
Fame Award stands for and I am honored to present him with it.
www.natso.com

15

NEW MEMBERS
NEW TRAVEL PLAZA MEMBERS
LUCKYS TRAVEL PLAZA,
DBA CISCO GROVE CHEVRON
90 Cisco Road
Soda Springs, CA 95728
PHONE: (916) 690-9691
CONTACT: Lucky Singh

ROAD RANGERGRAYVILLE, IL
(Pilot Dealer #886)
1776 South Court St.
Grayville, IL 62844
PHONE: (815) 387-1700
CONTACT: Jason Brinks

ST. ROSE TRAVEL CENTER LLC


10405 Airline Dr.
St. Rose, LA 70087
PHONE: (504) 472-0771
CONTACT: Glen Smith

NEW ALLIED MEMBERS


CIRRUSWORKS, INC.
510 West Washington, Suite300
Falls Church, VA 22046
PHONE: (415) 710-0764
CONTACT: Peter Gorog
EMAIL: peter.gorog@cirrusworks.net

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May/June 2015

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SPONSORS

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NATSO THANKS OUR SPONSORS FOR THEIR


SUPPORT OF THE NATSO SHOW 2015

The NATSO Foundation would also like to thank


contributors to the NATSO Foundation Silent Auction.

NATSO thanks the North American


Truck Stop Network (NATSN) and
AMBEST for co-locating their board
of director meetings with NATSO.

* and DISNEYS YACHT & BEACH CLUB RESORTS


www.natso.com

17

THE NATSO SHOW 2015 HIGHLIGHTS


The fun kicked off on Sunday
night with the Welcome Party
on the show floor.

Key leaders in the travel plaza


industry and their suppliers
came face to face at The NATSO
Show 2015 in Las Vegas, Nevada,
in February, exchanging ideas
and uncovering new solutions
to improve their operations and
plan for the future.

During the keynote session,


attendees interacted with
thought leaders.

During his opening remarks,


NATSO Chairman Tom Heinz called
on all NATSO members to share
the many stories of the good they
do within their communities
18

May/June 2015

Each morning began with


a Future Leader focused
educational session.

FE B. 1619

The NATSO Show attendees


collaborated in the Great
Ideas! for Independent
Operators Workshop.

WYN N LAS

Attendees at Tuesday nights Travel


Plaza Attendees Reception and
Dinner got to experience Las Vegas
at its finest at Tryst nightclub.

VE GAS

Whether you soaked up every second


of their years show or you watched
and learned from afar, you dont want
to miss The NATSO Show 2016. Save
the date and make plans to attend
next years show Feb. 2225, 2016,
in Lake Buena Vista, Florida.

Attendees learned ideas to


apply the day they got home
in the breakout sessions.

Five thought leaders provided


key insights to help truckstop
and travel plaza operators
improve their operations.

Industry experts provided


one-on-one learning in the
Human Library

www.natso.com

19

ALMOST
THERE

STRATEGY

TIME MANAGEMENT

NETWORK

FINISH

WHAT TO DO
WHEN YOU ARE THE

ASPIRING

LEADER
MENTOR

TRAINING SE
CONFIDENCE

20

May/June 2015

VISION

ESSIONS

BY M I N D

Y LO N G

Leaders exist within every level of a business, whether


it is an hourly employee, shift leader, a general
manager or the head of the company. Whats more,
everyone has the opportunity to lead in some way
each day, either at work, at home or in the community.
Yet despite how important strong leadership skills
are, there is no set path someone can take to become
a leader. Effective leadership comes from a mix of
education, practical experience, and trial and error.

T
LEADER

START

rue leaders are constantly striving to expand and refine their


skill sets and they know leadership does not come from a one-off
workshop. Whether employees are
tapping into their corporate resources
or charting their own course for development, there are several steps they
can take to ensure their roles as leaders
within their companies and the industry and among their employees.
Jim Goetz, president of Goetz
Companies and a former NATSO
chairman, said, Good leadership
starts with a good vision. What does
your organization stand for? How
do you want to stand out?
Goetz said he has found that successful leaders are open to and tap
into the expertise of others. You can
seek out the good leaders through
different associations, like NATSO,
where you can involve yourself with
the association or a committee that
has a strong leader. You can also
look within your community, your
local church or synagogue. There
are strong leaders in any organization, he said.
Not only can volunteering within
a professional association or the com-

munity provide aspiring leaders the


opportunity to learn from others, it
can also give them the chance to demonstrate and perfect their existing leadership skills, which can be particularly
useful if they have not yet been able to
demonstrate them professionally.
Herb Hargraves, director of fuel
and retail sales for Cash Magic, has
spent the last 15 years in leadership
roles. When I discovered I wanted
to be a leader, I tried to identify
people I wanted to be like, he said.
I tried to act like a sponge around
them. Everything they did that I
liked, I tried to use that in a leadership role.
Hargraves started with Cash Magic
as the regional manager of North Louisiana for three properties and was later promoted to vice president of fuel
and retail sales at the corporate office.
Because the path to leadership
often starts with identifying and
grasping onto the key traits of others, Darren Schulte, vice president
of membership for NATSO, suggests people surround themselves
with those who can help them grow.
You look at what other people do
well and you like. Take the good

www.natso.com

21

ng to find their leadership


rki
wo
e
os
Th
:
IP
T
K
QUIC
ng their strengths. Ask
style can start by identifyi
ll.
and what you dont do we
people what you do well
riggs,
StrengthsFinder, Myers-B
Take a test, such as the
of
n Schulte, vice president
Firo-B or DiSC, said Darre
membership for NATSO.

and bad from every person and use


that to define which type of leader
you are and what you aspire to be.
While operators can learn leadership from watching those around
them, it can also be helpful to develop a more formal relationship
with someone who is willing to
mentor them and provide longterm career wisdom.
Goetz was able to learn from his
father, who he said is a good leader.
We had similar characteristics, but
to get out of the shadow of leadership and to grow personally, I had to
look outside of the business, he said.
Goetz turned to the local Chamber
of Commerce and found a mentor
who was serving on the board. He
was somebody I wanted to spend as
much time with as I could to observe
how he made decisions, how he did
his due diligence and asked questions
and how he handled himself, he
said, adding that he found a similar
relationship at his local church. If
you get involved in committees, you
can watch leaders in action and see
people under fire. It is one thing to
talk about being a good leader and it
is another thing to watch someone in
real-life circumstances.
Schulte said in many cases, mentors develop naturally. It is someone you meet who you have a con-

22

May/June 2015

nection to. They may have the same


or different skill sets, he said. I
believe mentors should have some
sort of knowledge about you. It is
important they understand you.
Hargraves recommends people
be blunt when they ask someone to
mentor them. Dont be afraid to
ask them because youre probably
going to flatter them, he said. You
can say, I like how you are with
people or how you are with business. Would you mind having a 15to 30-minute conversation with me
once a month?
Dan Alsaker, president of the
Broadway Group, mentors a group
of 60 students at a local university.
It reminds me of how old I really
am and how young I would like to
be and it keeps me someplace in between, he said.
Alsaker said he meets quarterly
with the group of students. I tell
these young aspiring leaders that the
best thing they can do is listen to
what the people are saying and what
is going on around them, he said. I
also tell them when they make decisions, to communicate well and not
leave any ambigous information.
Not only does Alsaker share information as a mentor, he seeks
out information by participating
in various peer groups. We never

quit learning. If we think we know


it all, weve reached a plateau and
need some self inspection, he said,
adding that he has belonged to the
same group for the past 15 years. It
is a group of about 60 people and
we meet quarterly.
Tristen Griffith, president of Sacramento 49er in Sacramento, California,
joined Vistage, a business networking
organization that connects her with
other professionals. She meets with
the group once a month and with the
groups chair once a month for a twohour one-to-one session. He is my
mentor and a coach to work with me
personally, Griffith said.
The confidential organization
groups professionals by the size and
income level of their companies,
and it connects people from different industries. During the monthly
meetings, attendees either listen to
speakers or process issues.
It has been phenomenal for me
because it is a network where you can
discuss anything. If you have employee or vendor issues or youre dealing
with a buyout, inevitably someone in
your group has dealt with this and
they can share what they have learned
and who you can use or shouldnt
use, Griffith said, adding that she
always recommends the group to her
friends in leadership positions.
Griffith also recommended Vistage
to her general manager, Martha
Leon, who attends a group geared to
her level.
In developing leadership skills,
Leon also turns to leadership books
that have helped her grow her
skills, and she recommends them
to her staff. One of her favorites is
the Seven Habits of Highly Effective
People by Steven Covey.

Some of Hargraves favorite leadership books are Gung Ho! and


The Carrot Principle.
Companies dont have to have
vast resources available to invest
in their leaders. There are a lot of
tools available for not that much
money, Hargraves said. When I
was the regional manager for North
Louisiana, I sent my managers to a
couple $199 courses for some developmental leadership courses.
Hargraves said he recommends
training sessions through Dale
Carnegie Training.
One of Hargraves previous employers, U.S. Cellular, invested in
leadership training workshops for
him. That is where I got the basic
building blocks to get me where I am
today, he said, adding that the company was progressive. You spoke a
certain language and you modeled
certain behaviors because you were
in a dynamic organization.
Schulte said, Executive sessions or
leadership classes can be important
once you find out what your skill sets
are and where you need to improve.
Lisa Beach, retail operations manager for Stamart Travel Centers,
said she has attended management
courses and several sessions at The
NATSO Show that have inspired
her to try different approaches.
I believe over the years there have
been many different ways that have
helped me and I believe it is always
changing too, so you have to have
your ears and eyes always open and
be willing to always try new techniques, Beach said, adding that she
has learned a fair amount from trial
and error. You have to be willing to
make a mistake and learn from it so
the next time you can do better.

Schulte and Hargraves both said


leaders have to realize they dont
need to apply every leadership trait
or tactic they discover.
I think some people fail because
they go to a workshop and try to apply everything they learn. You have to
pace yourself over time, Hargraves
said, adding that sometimes he takes
only one or two things away from a
workshop. Im still on an upward
climb where I try different things
that are outside of my current realm
and if it works I keep doing it.
Goetz told Stop Watch that while
there are positive things about being a leader, leadership comes with
a great deal of responsibility as
well. You should shoulder most
of the blame and take very little

of the credit, he said, adding that


being a leader can be challenging.
People dont look to leaders unless
there is trouble or they start to lack
their own vision or confidence. It is
at those times that you cant question yourself and you have to rise
above it.
Alsaker said, Confidence is the
key, important word for leadership.
Once you have confidence in your
own ability, you can give other people confidence.
Overall, Hargraves said that serving as a leader allows him to be a
part of something bigger than himself. Singly I can complete this one
task, but if Im a leader of a group
I can complete multiple tasks at the
same time, he said.

Learn and Grow as a Leader


in the Future Leaders Program
NATSO has created a group dedicated solely to those who are looking to develop as
successful leaders within their operations and within NATSO. The Future Leaders
Program provides networking opportunities and education to anyone interested in
pursuing more opportunities, regardless of their age or current position.
You dont have to be a 20-something or 30-something. You can be a 50-something and be
ready to take more of a leadership role in the industry, said Corey Berkstresser, general
manager of Lee Hi Travel Plaza and co-chair of the Future Leaders Steering Council.
The group gives members a forum to discuss their questions and connects them with
their peers. Ive met a lot more people because of the group, and Ive gotten more
engaged, Berkstresser said.
Examples of future leaders include those who are in the process of taking over their
familys business, are general managers serving as the right-hand for an industry
veteran or are new to the industry altogether.
Those interested in joining the group can email Darren Schulte, NATSOs vice
president of membership, at dschulte@natso.com.

www.natso.com

23

Investing in
EmplAToyees

BY MINDY LONG
Business owners know that employees are at the heart of every
operation, but finding and keeping the right employees can be
challenging. Coffee Cup Fuel Stops has taken human resources
to the next level, investing in its staff and focusing on hiring right.

AT

Coffee Cup Fuel Stops, cultivating long-term employees starts even before someone applies
to the company.
Every interaction I have with every person I meet is about selling us
as a place they might want to work
someday, said Ericka Schapekahm,
director of human resources and
special projects for the company,
adding that whether she is buying
something in town, taking care of
a transaction at the bank or getting
involved in the community, she is
laying the groundwork with future
applicants. We want to make sure
were a place people want to work.
Crafting the publics image of the
company is also part of Schapekahms long-term plan for building a
24

May/June 2015

strong employee base. Getting the


good people for us has been not acting like and looking like just a gas
station. We want people with college
degrees and we had to change the
image of who we were to get those
people applying, Schapekahm said.
Coffee Cup Fuel Stops has branded
itself as a travel plaza and focuses on the
quality of its buildings. The company
has added a Caribou Coffee, which has
raised the quality of applicants in the
entire store.
Over half of our applicants come
in for Caribou and if there isnt a position there, we will tell them of other
opportunities and that we will cross
train them and transfer them over,
Schapekahm said, adding that once
employees get in they arent necessar-

ily so eager to get over. They realize


the feeling is the same throughout
the store.
Part of that feeling is the priority the
location places on training and engaging employees. The company provides
information and opportunities for
those that would like to improve their
skills. When were trying to build
potential leaders, it is a long game in
our small community, Schapekahm
said, adding that it isnt always possible to hire people who already have
management experience. In our little
tiny communities, we dont want to
do damage and steal people from the
other businesses around us.
Schapekahm has tapped into
younger talent and hires high school
students. We are looking for high
schoolers who are in sports and honor
roll and active in their churchjust
those that have some level of outreach,
she said, adding that once the students
are onboard, it takes extra work. It is

Ask yourself, What kind of positive ripple effect am


I having in my immediate position right now? Am I
positively impacting my team around me right now?
Ericka Schapekahm

hard on the front side because youre


teaching them life skills. You have to
invest in them and be patient. It is like
raising kids, she said.
But that investment can pay off.
We like to promote from the bench
and were always trying to build that
bench, Schapekahm said, adding
that her managers have to like teaching and training. They cant just
like coming in and getting a check.
We work as a team.
All employees receive training on
how to lead. We talk about how
to present yourself to your community and your peers and consistently, Schapekahm said. She encourages employees to think about
how they are affecting those around
them. Ask yourself, What kind of
positive ripple effect am I having in
my immediate position right now?
Am I positively impacting my team
around me right now?
Schapekahm dedicates about 10
hours a week to finding resources for
training leaders. I just put together
Ten Things Great Leaders Say Every
Week. It is an article someone wrote,
but I read it and put my own notes to
it and made it into a training.
The company also talks about the
need to be predictable. Your team
should know what you want and
know how youre going to react if
you dont get it, Schapekahm said.
For those employees who want to
move up and take on more leadership responsibilities, Schapekahm tells
them to be exceptional at their current
job. I have people who do leadership
trainings and tell me about it, but they
arent dazzling me with the job they

have now. I am such an advocate of


show me what you are doing now because what youre preparing for, Ill be
able to see, she said.
One of the most important things
Schapekahm looks for in her employees is that they have a genuine interest
in people. We call it a two-minute
relationship. Some people think we
have good sales people because we
hire them, but we dont. People who
are genuinely interested in those twominute relationships become good
sales people because they are genuinely interested in people who they talk
to, she said.
To help find those employees, Schapekahm utilizes behavioral interviews.
She said, Every question we ask starts
with, Tell me about a time.
She also will let applicants wait
for about four or five minutes in the
store before she gets them for the
interview to see how well they can
engage with the existing team.
To help ensure positive interaction between company leaders
and employees, the shift leaders
at the fuel desk, food leaders and
fuel desk managers at Coffee Cup
Fuel Stops are directly responsible
for hiring their own people. I say,
Do you want to spend 40 hours
a week with that person? It gives
them ownership of their team,
Schapekahm said.
As a final step, each applicant at
Coffee Cup Fuel Stops undergoes two
interviewsone with his or her direct
supervisor and a second with a general
manager. The hiring decision is the
most important thing they do, Schapekahm said.

One Operator s
Go-To List for
Leadership
Information
Ericka Schapekahm, director
of human resources and special
projects for the Coffee Cup Fuel Stops,
has a handful of blogs and web sites she
turns to help her craft her leadership
training. She shared her list with Stop Watch.
They are:
Inc.
http://www.inc.com
SHRM-Society of Human
Resource Managers
http://www.shrm.org/pages/default.aspx
Harvard Business Review
https://hbr.org/leadership
Leadership and
Influence Blog
http://www.leadershipandinfluenceblog.com

www.natso.com

25

GREAT IDEAS IN ACTION

Where: Petro Fargo


GREAT IDEA:
Petro Fargo is exceptionally clean and
well organized. This attention to excellence in everything from its highquality light fixtures, canopies and
accents creates a brand message that
reads quality. This brand translates
into not just a better shopping experience, but also a strong employee
base that is proud of its high quality
employer. In other words, good retail
equals good employees.

HAVE A GREAT IDEA YOU WANT TO SUBMIT? Send a high-resolution picture of your locations great idea and the story behind it to
Amy Toner at atoner@natso.com.

Training Manual
Training is an essential element in the success of any operation.
To help NATSO members, NATSO is now offering a Truckstop and
Travel Plaza Training Manual!
The manual, designed to help you create your own storeand company-specific operations training manual, includes:
Detailed job descriptions for key positions of manager,
cashier and merchandiser;
A sample cash audit form; and
Information on how and where to find good job candidates.

Purchase the training manual today at


www.natso.com/trainingmanual

Available for purchase online at www.natso.com/trainingmanual.


26

May/June 2015

$175 for members, $675 for nonmembers

Come out and see if you have what it takes to be a 2015 Rotella SuperRig. June 11-13th in Selma, Texas

at Retama Park. North Americas finest trucks will compete for over $25,000 in cash and prizes, and a
chance to be immortalized in the 2016 SuperRigs calendar. Admission is FREE and includes a BBQ cookoff,
light show, games and Phil Pritchett live in concert.

2015 ROTELLA

SUPERRIGS
THOROUGHBREDS
OF TRUCKING

Register at www.rotella.com/superrigs

Theres a reason
its not called Mediocre Rigs.
#SuperRigs

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