# Golden Corral CEO's 41-Year Leadership Secret How staying close to customers built a buffet empire - **Source:** [Entrepreneur – Latest](https://brifing.si/source/1bee40f8-abda-4cd6-b055-05148ce79f53) - **Published:** 2026-09-29 - **Topic:** [Leadership](https://brifing.si/c/leadership) - **Original article:** - **On Brifing:** https://brifing.si/s/dda25c7c-3023-4772-8844-78cdc9fdd23a ## Four decades of buffet leadership Lance Trenary joined Golden Corral in 1982 and became CEO in 2015 after roles including senior VP of operations. His 41-year tenure at the 400-location chain makes him exceptionally familiar with both corporate strategy and restaurant-level operations. This longevity provides unique institutional knowledge about the buffet business model's evolution and challenges. ## The customer proximity principle Trenary considers regular restaurant visits his non-negotiable leadership habit, knowing every franchisee and manager personally. He believes this proximity reveals unfiltered truths about brand perception that corporate reports often miss. The practice also maintains direct lines of communication with frontline teams facing operational realities daily. ## Buffet economics under pressure Golden Corral's all-you-can-eat model faces mounting costs with steak dinners priced at $16.99-$20.99. Rising expenses include food (especially proteins), labor, and fuel. The chain serves 3 million weekly guests but has closed 80 locations since 2020. Their busiest locations now generate $7M annually, showing recovery potential despite sector challenges. ## Pandemic's buffet reckoning COVID-19 exposed vulnerabilities in communal dining when 2020 restrictions hit. Golden Corral's sales dropped over 50% as buffet lines became impractical. The crisis forced reevaluation of a format perfected in the 1990s. While recovering, the chain continues navigating consumer hesitations about shared serving spaces in post-pandemic dining. ## Leadership as team advancement Trenary measures success not by personal accolades but by opportunities created for others. This philosophy reflects his belief that sustainable leadership develops organizational capacity rather than individual glory. His approach emphasizes that strong teams withstand challenges better than hero-leader dependence during difficult years. ## Franchise relationship focus As a largely franchised system, Golden Corral relies on strong corporate-franchisee relationships. Trenary's habit of knowing every franchisee personally helps align operations across 42 states. This becomes critical when implementing cost management strategies across locations facing uniform pricing pressures but varying local market conditions. ## Brand identity evolution Founded in 1973 as a North Carolina steakhouse, Golden Corral shifted to buffet-focused family dining by the 1990s. The unlimited model made perceived value central to its identity. Maintaining this positioning while adapting to modern dining preferences and cost structures represents an ongoing strategic balancing act for leadership. ## Enduring leadership lessons Trenary's approach demonstrates how operational intimacy complements strategic leadership. His methods show that in service businesses, corporate decisions must stay connected to customer and employee realities. The Golden Corral story underscores that even simple habits, consistently applied over decades, can define effective leadership. ## Sources covering this story - https://www.entrepreneur.com/business-news/ceo-spent-41-years-working-at-a-buffet-chain-one-habit-is-critically-important — --- _Summary written by Brifing from the original reporting. Copyright in the original article belongs to its publisher; read the full piece at the link above._