Trevero

Trevero We coach Chick-fil-A Operators and future Operators, and we help you get where you want to go. That’s where Trevero comes in.

The Resource and Trevero: Working together to identify, support, and grow employees for today’s complex workplace environments. Trevero Consulting was born out of a need for team building, individual development, and improved hiring. After more than thirty years of meeting our customer’s needs in talent management and recruitment, The Resource Company recognized that the needs of many of today’s w

orkplaces demand an even more personalized approach to growing effective business teams. We have built a strong team of leadership consultants to form Trevero Consulting as part of The Resource Company. We have taken our 30 plus years of learning along with our Core Assessment to build a strong team that will assist both business teams and individuals. Many dynamic organizations require more than traditional placement services; we’ve identified a critical need for development and support for employees. The most successful businesses recognize that the greatest organization growth is tied directly to the individual development of their employees. The Resource and Trevero stand ready to support you in developing your employees into dynamic leaders, effective communicators, employees who are empowered and dedicated to implement the visions and goals of your organization.

Three separate coaching calls this month, same blind spot showing up in different kitchens: a leader who's genuinely gif...
09/04/2026

Three separate coaching calls this month, same blind spot showing up in different kitchens: a leader who's genuinely gifted at seeing potential in people uses that gift to avoid the hard conversation. A director insists a project got delegated; it never happened. An operator keeps rescheduling interviews around a manager who leaves mid-shift. A kitchen lead swears the back-of-house is coming along fine while training stalls out completely. None of it is bad enough on its own to escalate. That's exactly the problem. Believing in people and holding them accountable aren't opposites. The leaders we're working with are learning to do both at once.

There's a leadership move we teach called the Ops check-in.Skip the pep talk with your team. Instead, find one team memb...
09/02/2026

There's a leadership move we teach called the Ops check-in.

Skip the pep talk with your team. Instead, find one team member and ask one real question - right there while working in the restaurant: what do you think about the new checklist, is it actually helping?

Share one number back after listening to them, like your food safety score goal, so it's a conversation instead of an interrogation. Try it during your next rush: one person, one question, thirty seconds, and no huge hype required.

For the 3rd time this month a mid-level leader has told us, "I just do it myself, checking every log, redoing every walk...
08/28/2026

For the 3rd time this month a mid-level leader has told us, "I just do it myself, checking every log, redoing every walkthrough". They think it's diligence but it's actually a trust problem.

Across a dozen conversations lately, the pattern is clear: leaders working harder instead of developing people. Nobody's monitoring food safety compliance for fun at 9pm. They're doing it because handing it off feels riskier than staying exhausted.

The question we keep circling back to with them isn't "how do you get it all done." It's "who are you becoming while you do it."

You have run other people's stores for years and you still wonder whether you have the story that gets your name on the ...
08/26/2026

You have run other people's stores for years and you still wonder whether you have the story that gets your name on the building. You know the numbers. You have closed more nights than you can count. What you cannot tell yet is why any of it adds up to a leader, and nobody hands you that answer.

Start with the shift where you were the reason it did not fall apart. That is not a resume line. That is the story.

Set behavioral goals when working on your influence in the business, not outcome goals.An outcome goal is 'fix the rush....
08/20/2026

Set behavioral goals when working on your influence in the business, not outcome goals.

An outcome goal is 'fix the rush.' A behavior goal is 'I'll help for five minutes, then I'm checking on the FOH.'

One director learned this mid-shift, with her cow hat still on, hair a mess, machines beeping, and orders backing up.

She stopped trying to control the outcome and set a behavior instead: get your people in position, then we move forward together.

Try it today. Pick one moment you're tempted to fix everything, and set a five-minute limit on your involvement instead.

08/18/2026

The more time you spend in the middle, the less you have for the two ends that are actually your job.

Where do you find yourself carrying work that doesn't pay back?

Nobody is born knowing how to run a restaurant. The operator whose store runs clean at noon was made, one bad quarter an...
08/13/2026

Nobody is born knowing how to run a restaurant.

The operator whose store runs clean at noon was made, one bad quarter and one hard conversation at a time.

So was every leader on your team, and the ones who are not there yet are not finished.

Twice this month, the same tangle: a leader tries to be kind and ends up being unclear.One softens a Tuesday 3pm deadlin...
08/11/2026

Twice this month, the same tangle: a leader tries to be kind and ends up being unclear.

One softens a Tuesday 3pm deadline into "I'd settle for 4pm," then wonders why the report lands late. That felt generous in the moment. What the team heard was that the deadline was optional.

Empathy and clarity aren't a trade-off. You can care about someone and still tell them exactly what's due, and by when. Softening the message doesn't make it gentler. It just makes it confusing.

You are juggling so many balls that you are dropping important ones. You spent the lunch rush bagging, because bagging w...
08/03/2026

You are juggling so many balls that you are dropping important ones.

You spent the lunch rush bagging, because bagging was faster than teaching someone else to. You keep telling yourself you will develop your team once things settle down, and they do not settle down.

The shift lead you have not trained yet is the reason they never settle. That hour you cannot find is on the other side of teaching one person to close without you.

The bravest person in your restaurant is the 19-year-old who tells you the new closing checklist doesn’t work.Whether an...
07/31/2026

The bravest person in your restaurant is the 19-year-old who tells you the new closing checklist doesn’t work.

Whether anyone tells you anything next month depends on what you do in the next ten seconds.

Defend the checklist, and you cast a vote for a team that lets you find problems yourself. Ask “what are you seeing?” and you bought the opposite.

Courage isn’t a personality trait your team has or lacks. It’s a budget you fund or cut, one reaction at a time.

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1292 S Stratford Road
Winston-Salem, NC
27103

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Monday 9am - 5pm
Tuesday 9am - 5pm
Wednesday 9am - 5pm
Thursday 9am - 5pm
Friday 9am - 5pm

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