Encourage colleagues and leaders to provide you with constructive criticism as well as positive feedback so that you can learn what’s not working in your approach, and what is.
Pay attention to the techniques and approaches used by experienced team members and leaders who excel in the area you’re working on. This can provide valuable insights and practical examples that inform your own approach to that area.
Become known as someone who is engaged and interested in your focus area. Actively participate in relevant discussions, ask thoughtful questions, and demonstrate a commitment to understanding the complexities of your focus area.
Become a trusted source of guidance and inspiration for your colleagues in the area you’re focusing on developing. Be approachable, readily share your expertise, and consistently demonstrate a high level of competence in your focus area.
Own Your
Development
Map
Retail
The Athlete Spirit inspires us to
celebrate today’s wins and recognizes that tomorrow is a new day with new challenges and opportunities to perform even better — new opportunities to strive for excellence.
At On, we see personal growth and development as something that is
driven by you, the individual.
Our goal is to empower you with guidance and inspiration, so you have a clarity of expectations, ownership over your journey, and a readiness to take the path that aligns with your ambitions.
We’ve put together some signposts
for you to consider on your journey of growth and development.
For this initial version of the resource,
we are mainly focused on:
On's
Growth Development Philosophy
SCROLL TO START
01. On-the-job learning
The activities we suggest can be done during working hours, so that you experience growth and development continuously.
02. Development for in-store roles
More opportunities for growth are available within our stores and retail environment, so this tool focuses on those.
Roles and opportunities beyond our
stores will be incorporated in later versions of this resource. The aim is to
get you as experienced and ready as possible for when the opportunity
arises to step up to the next role.
We hope you enjoy the learning journey!
Where to Start
Should you be focusing on improving within your current role, or is it time to think about stepping up to the next role?
Consider
— How have your latest Performance
Reviews with your Store Leader
gone?
— What have been raised as your
strengths and areas of development?
How do these map against the
requirements of your current role?
Click on your current role to get started...
How this guide is set up
Each journey has two main sections
Mindset-shifting questions
for you to ask yourself and reflect on. These are designed to help you stretch your mind and think in the way that the next role will require of you.
Competencies with activity ideas
which you can take on and incorporate into your day-to-day to build up the skills expected of somebody in the role you are building toward.
Go further
together
“If you want to go fast,
go alone; if you want
to go far, go together”
— African proverb
While your development journey is in your hands, you don’t have to (and, in fact, shouldn’t) embark on it alone. Learning is
a social process and involving others will enrich it.
Here are some ways to include your team:
Reflection
Questions
After completing new ‘stretch’ tasks, we encourage you to ask yourself a couple of the following questions to help you digest your experience and learn from it.
01. How can I apply the learnings from
this stretch task to my current
responsibilities?
02. What specific skills did I utilize or
develop further during this task?
03. How did taking on this new task help
me grow and prepare for the next
role?
04. What challenges did I encounter,
and how did I overcome them?
05. What did I learn about myself,
my capabilities, and my approach
to new responsibilities?
06. How did this task impact my
understanding of the next role's
expectations?
07. What aspects of this task would
I want to expand upon or deepen
my knowledge in for the next role?
08. What feedback did I receive, and
how can I integrate that into my
development plan?
09. What additional support or
resources do I need to continue
preparing for the next role?
10. What is one thing I would do
differently if I were to approach
this task again?
Mastering Your Role: Store Lead
Brand &
Culture
— Owns a premium in-store culture aligned
with On's global vision.
— Recognises the importance of culture as
a driver of performance.
— Serves as the ultimate ambassador for
our culture within the broader Oniverse
and brings it to life within Store.
— Has a strong awareness of store morale
and engagement levels, knows when
action is required and can build robust
engagement action plans, driven by our
spirits.
— Design a simple, high-visibility program
to consistently recognize team members
who exemplify On's five spirits (e.g., a
"Spirit of the Week" award, a dedicated
notice board, or a weekly shout-out
during huddles).
— Personally lead the recognition during
team meetings, sharing specific
examples of how the recognized team
member brought a spirit to life, fostering
mutual trust and open communication.
— Regularly review team morale through
informal conversations and observations.
Use this awareness to adjust the
program or identify additional actions to
build robust engagement plans.
— Schedule a recurring 15-minute culture
check-in during a weekly team meeting.
Introduce a topic related to one of On's
spirits or a current store challenge (e.g.,
how to embody the feedback culture, or
how resilience helps overcome daily
obstacles).
— Create a safe space for open discussion,
encouraging team members to share
their perspectives and experiences.
Actively listen to gauge morale and
engagement levels, understanding when
action is required to address concerns or
foster a more supportive environment.
— Synthesize key takeaways and
communicate any actionable steps to
continuously refine and bring the On
culture to life within your store.
— Regularly share insights from brand
updates or company communications
that articulate On's global vision and
mission. Translate these into tangible
examples of how your team's daily work
contributes to this larger purpose.
— During daily huddles, encourage team
members to share their own "why" – what
personally connects them to On's vision
and how they feel they serve as an
ambassador for the brand.
— Actively seek feedback on how well the
team understands and connects with the
brand narrative, adjusting your
communication strategy to ensure it
consistently resonates and drives
engagement
— Drives the store's overall commercial
performance and KPI's, creating and
executing plans to maximize selling
opportunities and grow the business.
— Responsibly manages the store's key
resources – the team, the schedule, and
the inventory – to create the best
possible business outcomes.
— Analyzes performance data to
understand what is driving the store's
success and where there are
opportunities to improve.
— At the start of your shift or during a daily
huddle, review the previous day's or
week's key performance indicators (KPIs)
such as conversion rate, average order
value (AOV), or items per order (IPO).
This aligns with your role in analyzing
performance data to understand success
drivers.
— Identify one specific KPI that presents
the biggest opportunity for improvement
for the day or week. Based on this,
collaboratively develop specific,
actionable strategies with your team to
positively impact this KPI. This
demonstrates creating and executing
plans to maximize selling opportunities.
— Ensure the team understands their
individual and collective roles in
executing the plan. During and after the
shift, track progress and debrief with
your team on the effectiveness of the
implemented strategies, similar to how
Lin Xiao uses data-driven decision-
making and rigorously executes plans to
achieve sales targets.
— Identify one existing operational process
in your store that is inefficient, resource-
intensive, or impacting customer
experience or KPIs. This could be related
to fitting room management, back-of-
house (BOH) flow, or cashier operations.
This addresses analyzing data to find
improvement opportunities.
— Engage your Associate Store Lead (ASL)
and key Lead Advisors (LAs) to gather
their input and perspectives on the
current process and potential
improvements. Work with them to
redesign the process to be more efficient
and effective, leveraging their direct
experience and Shan Wu's approach to
improving execution quality and
efficiency through rules and tools.
— Pilot the new process with a small team,
collect feedback, and measure its impact
on key metrics (e.g., reduced waiting
times, improved inventory accuracy,
increased team efficiency). This
showcases your ability to manage key
resources and improve business
outcomes.
— Anticipate an upcoming period of high
traffic, a major product launch, or a
planned store event. Based on historical
data and forecasts, develop a detailed
plan for responsibly managing your key
resources (team members, their
schedules, and specific inventory needs)
to ensure optimal coverage and
productivity. Alphonse Rispoli and
Vivienne Wang both optimized
scheduling based on forecasts and
managed staff efficiently for peak times.
— Identify potential challenges or
unexpected scenarios during this period
(e.g., unexpected staff absence, system
issues, higher-than-anticipated customer
flow) and develop a contingency plan.
This plan should outline alternative
resource deployments, communication
protocols, and decision-making
frameworks to effectively respond to
changes. Gabe Esparza's focus on
proactive decisions to mitigate risks
aligns with this.
— Communicate this plan clearly to your
leadership team and the broader store
team, ensuring everyone understands
their roles and the strategic rationale
behind the resource allocation. Conduct
a post-event review to assess the plan's
effectiveness and refine it for future use.
This guide is best viewed on mobile.
Please access this site on a mobile device to see the content.
— Drives the vision for a premium customer
journey within the store, ensuring all
team members are aligned with On’s
standard of service.
— Analyzes customer feedback and
performance metrics to continuously
refine and improve the store experience.
— Monitors after-sales metrics; partners
with stakeholders to inform and help
resolve key trends and themes.
— Reflect on the vision for your store's
premium customer journey, and what it
looks like specifically for your store,
translating the core Cloud CX steps
(Create, Lead, Offer, Unlock, Deepen)
into concrete, observable behaviors that
resonate with your team and your store's
unique context. Share this with your
team.
— Lead regular coaching sessions using the
"Cloud CX Track & Feedback" model.
Commit to coaching and documenting at
least one Advisor and one Lead Advisor
monthly, utilizing "Feedback in the
Moment" for busy periods and "Ask, Tell,
Agree" (ATA) for slower times. Ensure all
team members understand their role in
driving these metrics and are aligned
with On's premium standard of service.
— Dedicate regular time during team
huddles or specific workshops to explain
the "why" behind each Cloud CX step,
linking it to business goals, customer
expectations, and evolving store
realities. Encourage open discussion and
secure team buy-in by highlighting how
these premium behaviors contribute to
both individual performance during peak
periods, showcasing the desired level of
care and expertise.
— Establish a consistent routine for
collecting, compiling, and reviewing both
quantitative data (e.g., NPS/MSP scores,
conversion rates, IPO) and qualitative
insights from customer comments,
online reviews, and direct observations.
Ensure your team actively encourages
customers to provide feedback through
the NPS survey and online review
systems, and educate them on why this
feedback is sought and how it helps
improve the store. Actively listen to
customer feedback on products and
ensure it's compiled for review with
management and merchandise teams.
— Based on your thorough feedback
analysis, convene regular, focused
workshops with your leadership team.
For example, if comments frequently
mention long waiting times at checkout,
brainstorm solutions to streamline POS
procedures. If product knowledge is a
recurring theme, discuss targeted
training interventions.
— Develop concrete action plans with clear
ownership and timelines, ensuring
diverse perspectives are considered,
relevant stakeholders (e.g., product
merchandising, retail operations) are
involved to challenge assumptions and
gather broad input, and performance
metrics are tracked to assess the impact
of these changes. Share successes and
ongoing challenges transparently with
your entire store team during huddles or
meetings.
— Designate a consistent method for
collecting, compiling, and analyzing all
after-sales data from various sources.
This includes returns and exchanges,
warranty claims, and recurring product
issues gleaned from customer feedback,
POS reports, and customer service logs.
Regularly analyze this data (e.g., weekly
or monthly) to identify recurring patterns,
product-specific issues, or common
service pain points.
— Based on the identified after-sales
trends, proactively schedule and lead
regular meetings or communicationchannels with relevant internal
stakeholders. These stakeholders might
include product merchandising, retail
operations, and customer
service/Happiness Delivery (HD). During
these sessions, present the consolidated
after-sales trends with objective data
and specific examples, clearly informing
them of the issues. Then, collaborate to
resolve these themes by discussing
potential root causes and co-creating
actionable solutions or preventative
measures.
— Once solutions are defined with
stakeholders, work with your store team
to implement necessary in-store
preventative measures or process
adjustments. For example, if a product
consistently has a specific defect, you
might refine product education during
the "Offer" stage or improve packaging
rituals at POS. Clearly communicate
these changes and their rationale to your
entire store team, explaining how they
address the identified trends. After
implementation, track relevant metrics to
monitor the impact of these solutions.
Finally, report back to stakeholders and
your team on the effectiveness of the
implemented solutions to close the
feedback loop.
