I recently had the privilege of speaking at the IGA Coca-Cola Institute in Atlanta. In the room were some of the brightest young leaders in independent grocery – selected by their organizations because of their talent, commitment and potential. Representing stores and communities from around the world, they and those like them are the future of independent grocery.
As I looked around, I found myself thinking about a question every independent grocer should ask: What makes our best people stay, and what could we do better to keep them?
The reality is that the best employees in our organizations often are the same people being recruited away. High performers are noticed. They are approached regularly with opportunities both with and outside the grocery industry.
So, what keeps them here? Is it competitive pay and benefits? Is it the promise of a long-term career?
Certainly, compensation matters. So do culture, respect and a healthy work environment. Being part of something larger – helping feed and nurture the local community – carries real meaning for many people in our business.
But for a select few, something deeper drives them. Some people want more than a job. They want the chance to shape their own future. They want to control their destiny and build something meaningful for themselves and their family. They want to leave a legacy.
Over the years, I have been blessed to hear countless stories from grocers across the country, and many begin in similar ways: “I started working in grocery when I was 16, just planning to earn some summer money.” Then the story continues.
Years later, they are owners, operators, industry leaders – passionate advocates for independent grocery.
Some own multiple stores. Others have built remarkable careers in leadership. Yet many never planned for grocery to become their life’s work. Somewhere along the way, something changed.
For some, that entrepreneurial spark is obvious. Others may not recognize it yet. It sits dormant – a kernel of possibility waiting for the right opportunity to take root. And that leads us to a reality our industry must confront: If independent grocery is going to remain vibrant for generations to come, we must develop new owners.
Some future owners will come from bloodlines, continuing legacies built over decades. Independent grocery has always been rich with family stories. Thankfully, many of those stories will continue.
But others will be first-generation grocery entrepreneurs. For them, the industry must help create a pathway – one where talented people can see themselves having a future in ownership. In broad terms, this comes down to three things – identification, mentorship and opportunity.
Identifying potential
Of the three, identifying talent may seem the easiest.
Experienced leaders often say they can recognize something special in young employees – intelligence in their eyes; a strong work ethic; curiosity, accountability and a genuine enjoyment of the unique world that is grocery. Still, identifying future leaders often is easier said than done.
Fortunately, there are strong assessment tools and personality frameworks that can help organizations better understand traits, leadership tendencies and long-term fit. While no tool replaces experience, they can provide valuable guidance in recognizing potential.
Check out the Myers-Briggs Indicator or consider a Hogan Assessment for a more detailed analysis.
Mentoring and support
This may be the hardest challenge of all. Not every exceptional operator is an exceptional mentor – and that is OK. Great leadership and great mentorship are not always the same skill set.
The key is understanding the strengths within the leadership team. Who teaches well? Who inspires confidence? Who creates growth in others?
Sometimes the best thing an owner can do is connect emerging talent with the right mentor, rather than trying to carry the responsibility alone. Other times, the owner may be the right mentor at the right time.
Future leaders need encouragement, perspective and someone willing to invest time in their development. Very few people build great careers alone.
Creating opportunity
Opportunity sounds simple in theory; in practice, it can be difficult.
Timing matters. The growth cycle of a business may not align with the ambitions of the best people. Internal advancement opportunities may be limited. Financial risk tolerance may differ. Expansion may not make sense.
Even promotions inside the store can create tension. A deeper bench is valuable, but it can feel threatening to people in leadership roles.
And then there are larger opportunities – ownership itself. Buying a store, becoming a partner or opening a location can feel overwhelming if not impossible or perhaps foolish for everyone involved. Many promising leaders do not have the financial resources needed to secure financing or make a down payment – is that the end of the discussion?
Owners also face a difficult fear: What if I invest in building this person only for them to leave – or worse, become my competitor?
To that concern, I offer a reality check: The best talent already is being recruited. And while we may be exceptional at what we do, there are few true secrets in grocery that competitors do not understand.
Now for the good news. When we identify, mentor and create opportunities for future leaders, the benefits are immediate and long term.
It begins with stronger teams, better customer service, greater profitability and more capable employees. It grows into operational support that may allow an owner to take a longer vacation.
And ultimately – if the stars align – that future leader could become a potential buyer of the business someday, expanding the list of qualified successors and increasing enterprise value.
But perhaps the greatest benefit of all is this: Even in the worst-case scenario, we helped another person achieve their potential. And just maybe, in doing so, we helped strengthen the future of the independent grocery industry we all care so about. And along the way – maybe we got a few longer vacations.
Carey Berger is president of Business Service Resource Group.