Mastering Your Role: Associate Store Lead
Brand &
Culture
— Acts as a role model for our brand and
culture and is able to translate and
communicate the Store's vision to the
broader team.
— Plans and arranges team meetings and
events to drive store engagement &
culture.
— Design a 15-20 minute interactive
workshop for your team, focusing on one
of On's five spirits or a key feedback
culture principle. This can be part of a
regular team meeting or a dedicated
session.
— Facilitate an open discussion where team
members share their experiences and
insights related to the chosen cultural
element, encouraging mutual trust and
open communication.
— Conclude with a team commitment to a
specific behavior or action that
reinforces this aspect of the culture.
— Clearly articulate the store's current
vision or a key strategic focus (e.g., a
specific customer experience goal or a
community impact objective).
— During daily huddles or weekly meetings,
share a personal anecdote or success
story that embodies this vision, acting as
a role model and translating the vision to
the broader team.
— Encourage team members to share their
own connections to the vision, fostering
a shared understanding and
commitment.
— Establish a simple, regular ritual (e.g., a
"Shout-out Board," a dedicated segment
in team meetings for "Spirit of the Week"
recognition, or a monthly peer award) to
acknowledge team members who
exemplify brand values, go above and
beyond, or demonstrate
excellent teamwork.
— Lead by sharing specific, observed
examples of positive behavior during
team gatherings, ensuring that
recognition is authentic and motivating.
— Encourage peer-to-peer recognition,
creating an environment where team
members feel safe, supported, and
empowered.
— Manages shifts with a clear focus on
achieving the store's daily commercial
goals and KPI's (e.g., strong sales, great
conversion).
— Assists the Store Lead by reviewing KPIs
to identify opportunities to improve the
store's performance.
— Plans staff schedules that are designed
to meet business needs and maximize
selling opportunities and productivity
during peak traffic hour, whilst adhering
to local scheduling regulations (e.g
working hours, breaks, time off).
— At the start of your shift, review the
previous day's or week's key KPIs (e.g.,
conversion rate, AOV, IPO).
— Identify one specific KPI that presents an
opportunity for improvement and lead a
brief discussion with your team. Share
insights on why this KPI is important and
brainstorm actionable strategies to
positively impact it during the current
shift.
— Follow up during and after the shift to
assess the impact of the implemented
strategies, reinforcing the focus on daily
commercial goals.
— Analyze historical data or anticipate an
upcoming peak traffic period in the store.
— Develop a detailed peak hour
productivity plan for your team, outlining
specific zone assignments, key tasks
(e.g., replenishment, customer
engagement focus), and communication
protocols to maximize selling
opportunities.
— Review this plan with your Store Lead,
implement it during the peak period, and
observe its effectiveness, making real-
time adjustments as needed.
— Design a concise operational excellence
checklist for your shift, covering critical
operational areas such as replenishment
priorities, visual merchandising
maintenance, and back-of-house
organization.
— Conduct a midpoint check-in with your
team to review progress against the
checklist and provide real-time coaching
or redirection, ensuring consistency in
execution and adherence to operational
standards.
— Use this checkpoint to proactively
identify and resolve minor operational
issues before they impact commercial
goals.
Daily Operations
Heading 4
— Equips the team with the training, tools,
and feedback necessary to consistently
deliver a premium customer journey.
— Owns and maintains the service
standards on the floor across varying
traffic rates and proactively addresses
and fills any gaps in the customer
experience.
— Has expert knowledge and stays up to
date to best practices and evolving
customer expectations.
— Has an awareness of after-sales trends
and themes, communicates these
upwards.
— Choose one specific Cloud CX "Step of
Service" (e.g., CREATE or LEAD) where
you've identified a team opportunity for
growth. Ensure you have expert
knowledge of the associated behaviors.
— Conduct a brief, interactive coaching
session with a small group of advisors
during a quieter period. Use real-time
observation and role-playing scenarios
to practice the chosen step, focusing on
practical application and providing
immediate feedback.
— Encourage team members to share their
own insights and challenges related to
that step, fostering a collaborative
learning environment.
— During a peak trading period, actively
observe customer interactions across
different zones of the store. Pay close
attention to potential service gaps such
as customers waiting, unaddressed
needs, or missed opportunities for
deeper engagement.
— After the peak, lead a brief discussion
with the team, highlighting observed
gaps and inviting solutions. Proactively
implement immediate adjustments to
operations or team deployment to fill
these gaps.
— Document recurring gaps and their
resolutions to build a knowledge base for
continuous improvement.
— Review recent after-sales reports or
common customer complaints related to
returns, exchanges, or warranty issues.
— During a team huddle, discuss these
trends, explaining how understanding
them can inform proactive service on the
sales floor.
— Lead a brainstorming session on how the
team can proactively address these
themes during the initial sales process to
enhance customer satisfaction and
prevent future issues.
Service Excellence
— 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.
Service Excellence
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.
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Daily Operations
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— Looks ahead at the VM calendar to
proactively plan the staffing, tools, and
workload needed for upcoming floor sets
and campaign launches.
— Coordinates the team to ensure new VM
directives are implemented efficiently,
accurately, and on schedule.
— Trains the team on the methods and
standards required for perfect VM
execution, ensuring they are prepared for
future updates.
— Access the upcoming VM calendar and
directives as soon as they are available.
Proactively identify all required
resources, staffing needs, and potential
challenges for the implementation.
— Lead a planning session with your VM
lead or a small team, detailing the
required steps, necessary tools (e.g.,
fixtures, props, marketing materials), and
a timeline for efficient implementation.
— Assign clear roles and responsibilities to
ensure accurate and on-schedule
execution, preparing the team for future
updates.
— Choose one specific VM standard or
technique (e.g., precise apparel folding,
accessory display, or how to maintain a
clean Magic Wall) where you want to
ensure consistent execution.
— Conduct a hands-on training drill with
your team, demonstrating best practices
and allowing them to practice under your
guidance.
— Provide immediate, constructive
feedback to ensure accurate and
consistent execution, reinforcing the
methods and standards required for
perfect VM.
— After a major VM change or floor set has
been implemented, dedicate time to
observe customer behavior around the
new displays and within the updated
store layout. Note engagement levels,
traffic flow, and any areas that seem
unclear or less impactful.
— Lead a debrief discussion with your team
on these observations, identifying
opportunities to enhance customer
engagement and sales through VM.
— Propose a minor adjustment or
refinement to the VM based on your
assessment and observations,
implementing it with your team to
continuously improve the visual
experience.
Visual Merchandising
— Trains and coaches the team on
clienteling best practices, such as how to
effectively follow up with customers.
— Helps the Store Lead plan targeted
outreach campaigns to different
customer segments.
— Research effective clienteling strategies,
focusing on personalized customer
communication, post-purchase follow-
up, and inviting customers to community
events or applet registration.
— Develop a short, actionable training
module and deliver it to your team,
emphasizing how clienteling can build
lasting relationships and integrate
community involvement.
— Include role-playing scenarios where
team members practice follow-up
techniques and inviting customers to
engage with On's community initiatives.
— Collaborate with your Store Lead to
identify a specific customer segment
that the store wishes to target for
increased engagement (e.g., local
running clubs, wellness studios, or new
residents).
— Research local community groups or
events that align with this segment and
with On's brand values and mission.
— Propose a targeted outreach campaign
plan to your Store Lead, outlining
potential activities (e.g., in-store
workshops, sponsored runs, cross-
promotions), key messaging, and
required resources, demonstrating your
ability to help plan.
— Identify a local community partner or an
untapped community need that aligns
with On's mission and could be
addressed through a store activation.
— Develop a concise proposal for a new
community activation (e.g., a themed run,
a fitness class, or a product testing
event), outlining its objectives, target
audience, and potential impact on
customer engagement and brand
presence.
— Present this idea to your Store Lead,
showcasing your strategic thinking and
ability to build up a community
engagement strategy.
Community & Customer Engagement
Stock Management
— Helps the Store Lead plan and organize
major stock activities, such as seasonal
deliveries and full-store inventory
counts.
— Possesses a broad understanding of all
On verticals.
— Analyzes stock discrepancy reports to
find patterns and suggests ways to
improve accuracy.
— Uses stock reports to find the root cause
of inventory errors and suggest data-
backed solutions to the Store Lead.
— Review the upcoming seasonal delivery
schedule with your Store Lead.
— Coordinate a small, focused team to
prepare the stockroom for the incoming
product (e.g., clearing old inventory,
creating dedicated zones for new items,
ensuring necessary tools are ready). Lead
a brief training session on efficient
receiving procedures for the new
collection.
— Supervise the receiving process, acting
as a point of contact for any issues, to
ensure product flows efficiently from
delivery to the sales floor.
— Obtain and analyze recent stock
discrepancy or shrink reports to identify
patterns (e.g., specific product
categories with high discrepancies,
common error types, or problematic
zones).
— Develop a concise presentation of your
findings and propose data-backed
solutions to your Store Lead,
demonstrating your ability to find root
causes and suggest ways to improve
accuracy.
— Collaborate with your Store Lead to
implement one of these solutions as a
pilot program, and monitor its
effectiveness in reducing shrink.
— Choose one On product vertical (e.g.,
footwear, apparel, accessories) where
you want to deepen your team's
understanding of its specific stock
management nuances.
— Lead a small workshop covering the
unique journey of this product from
delivery to sales floor, including optimal
storage, replenishment best practices,
and handling of damaged items specific
to that vertical. Incorporate insights from
D365 or other relevant systems.
— Conclude with a practical exercise where
team members demonstrate correct
procedures for handling stock within that
vertical.
— Actively identifies and engages with
partners in other parts of the company
(e.g., Supply Chain, Marketing, or
Merchandising) to solve shared
challenges.
— Facilitates communication between
team members to resolve
misunderstandings or conflicting
priorities.
— Establishes clear ways for different
teams to share knowledge and progress,
reducing "information gaps."
— Identify a recurring challenge or
opportunity within your store that could
benefit from external expertise (e.g., a
stock issue that might involve Supply
Chain, or a VM challenge related to
Marketing materials).
— Proactively reach out to a contact in the
relevant function (e.g., Supply Chain,
Marketing, or Merchandising) to
schedule a brief virtual or in-person chat.
Prepare specific questions to gather
information and understand their
perspective on the shared challenge.
— Share your store's perspective and any
relevant data, then work together to
explore potential solutions or
information-sharing protocols.
Afterward, communicate the insights and
agreed-upon next steps back to your
team, reducing information gaps and
resolving conflicting priorities.
— Observe a situation where team
members are experiencing
misunderstandings or conflicting
priorities on the sales floor or in the back
of house.
— Convene a quick, informal huddle with
the involved team members. Guide the
discussion by asking open-ended
questions to help them articulate their
perspectives and identify the root cause
of the conflict or misunderstanding.
Focus on finding common ground.
— Help the team collaboratively develop a
solution or a clearer process to prevent
future occurrences, ensuring everyone
understands their role and shared
commitments. This directly addresses
facilitating communication to resolve
misunderstandings.
— Identify a key area of information that
frequently causes information gaps
within your store (e.g., new product
features, VM updates, or specific
operational procedures).
— Propose and establish a simple, clear
mechanism for sharing this knowledge
proactively. This could be a dedicated
section in your daily huddle, a shared
digital document, or a physical
information board in the breakroom. The
goal is to establish clear ways for
different teams to share knowledge.
— Take ownership of consistently
populating this channel with relevant
updates and encourage your team to
utilize it and contribute, making
knowledge-sharing a habit and reducing
the need for constant individual inquiries.
Collaboration
— Understands their own capabilities and is
developing an understanding of how
their style and emotions impact others.
— Is naturally curious and takes ownership
of learning new skills to improve at their
job.
— Actively seeks feedback from their
manager, peers, and direct reports, and
uses it to improve.
— After a challenging interaction with a
team member or customer, take a few
minutes to reflect on your role in the
situation. Consider not just what was
said, but how your communication style
or emotional state might have impacted
the outcome.
— Identify one specific aspect of your
behavior or emotional response you
would like to adjust for future similar
situations.
— Share your reflection (briefly) with your
Store Lead during your next check-in,
inviting them to share any alternative
perspectives they may have.
— Identify a new skill or area of knowledge
that would significantly improve your
performance or support a store initiative
(e.g., advanced inventory analysis, a
specific social media marketing skill for
community engagement, or in-depth
D365 proficiency).
— Research available resources (e.g., online
courses, internal experts, relevant
books/articles) and develop a brief
proposal outlining the skill, why it's
important, and how you plan to acquire it.
— Present your proposal to your Store
Lead, actively seeking their feedback and
support to pursue this learning
opportunity.
— Schedule brief, informal conversations
with your Store Lead, a peer, and a direct
report. Frame these conversations as
opportunities for personal growth and
openly request specific, constructive
feedback on your performance and
leadership style.
— Actively listen and ask clarifying
questions to ensure you deeply
understand their perspectives, without
becoming defensive.
— Synthesize the feedback, identify
common themes, and prioritize 1-2
actionable areas for improvement.
Develop a plan to address these areas
and share it with those who provided
feedback, demonstrating your
commitment to using feedback to
improve.
Learning Agility
In-Store Training
— Partners with the Store Lead to create
the store’s training calendar.
— Coordinates training activities, including
assigning specific training topics to Lead
Advisors based on their expertise.
— Observes training sessions and provides
constructive feedback to Lead Advisors
to help them become more effective
trainers.
— Proactively schedule a dedicated session
with your Store Lead to review upcoming
product launches, seasonal changes, and
any identified service or operational gaps
based on recent KPIs or MSP results.
— Based on this review, propose a draft
quarterly training calendar, outlining
specific topics and suggesting Lead
Advisors (LAs) who possess the
expertise to deliver each session
effectively.
— Ensure the calendar includes diverse
training formats (e.g., short product
deep-dives, role-playing for service
scenarios, BOH procedure refreshers)
and defines clear learning objectives for
each session.
— Identify a Lead Advisor who is preparing
to deliver a training session or has
recently done so. Schedule a time to
observe their delivery or review their
training plan.
— Provide specific, actionable, and
constructive feedback focusing on areas
like engagement techniques, clarity of
content, time management, and their
ability to encourage participation. Your
goal is to help them become more
effective trainers.
— Work together to identify 1-2 actionable
areas for improvement in their next
training session and offer your support in
their preparation.
— Regularly gather informal feedback from
team members during daily huddles or 1-
on-1 conversations regarding areas
where they feel less confident or need
more knowledge (e.g., a specific product
line, a complex POS function, or an after-
sales scenario).
— Analyze recurring themes or significant
performance gaps that emerge from
these observations. Propose specific
training solutions or resources to your
Store Lead, demonstrating your ability to
coordinate training activities and
address needs.
— Lead a small-scale, targeted training
session yourself on one of these
identified topics, role-modeling effective
training delivery and serving as a subject
matter expert.
— Regularly gather informal feedback from
team members during daily huddles or 1-on-1
conversations regarding areas where they
feel less confident or need more knowledge
(e.g., a specific product line, a complex POS
function, or an after-sales scenario).
— Analyze recurring themes or significant
performance gaps that emerge from these
observations. Propose specific training
solutions or resources to your Store Lead,
demonstrating your ability to coordinate
training activities and address needs.
— Lead a small-scale, targeted training
session yourself on one of these identified
topics, role-modeling effective training
delivery and serving as a subject matter
expert.
— Delivers timely, direct, and constructive
feedback to help team members improve
performance.
— Regularly coaches team members,
helping them develop new skills and
solve problems independently.
— Helps individuals identify growth areas
and connects them with relevant
development opportunities.
— Commit to providing at least two "micro-
coaching moments" per shift to
individual team members. These are
brief, in-the-moment sessions focused
on a specific observed behavior (e.g., a
great customer interaction, an area for
improvement in product knowledge, or
an operational step).
— Use the "Ask Tell Agree (ATA)"
framework. This method helps team
members develop new skills and solve
problems independently.
— Document these interactions briefly to
track coaching efforts and identify
recurring patterns for future formal
development discussions.
— Schedule a 1-on-1 conversation with a
team member who has expressed
interest in growth or whom you've
identified as high-potential.
— Guide the conversation to help them
identify 1-2 specific growth areas aligned
with their interests and store needs.
Explore what new skills they'd like to
develop or problems they want to solve
independently.
— Collaboratively identify relevant
development opportunities (e.g., a
specific training module, shadowing
another team member, taking ownership
of a new task or mini-project) and set a
clear timeline for pursuing them.
— Before each shift, identify one specific
service standard or team behavior to
observe critically throughout the day,
e.g., a CLOUD CX Step of Service, or one
of the On Spirits. Actively observe
behavior, not just outcomes, so that you
can ground your feedback in concrete,
recent examples.
— As soon as appropriate after an
observation, initiate a brief, private
conversation with the team member.
Deliver timely, direct, and constructive
feedback, focusing on the observed
behavior **. Frame this as a growth
opportunity, offering specific tips, asking
clarifying questions, or demonstrating
the desired behavior.
— Consistently follow up to see if the
feedback has been applied,
acknowledging and praising
improvements. If challenges persist, offer
further support or adjust your
messaging.
— Share anonymized insights or successful
coaching outcomes during team huddles
to highlight the value of feedback.
Developing Talent
Building High Performing Teams
— Builds a diverse team with
complementary skills to effectively meet
current objectives.
— Creates an inclusive environment where
team members feel safe to challenge
ideas respectfully.
— Effectively delegates with clear
ownership and empowers the team to
deliver agreed-upon outcomes.
— Design and facilitate a short, structured
team meeting or huddle dedicated to a
safe space dialogue. Introduce a specific
topic related to store operations or
customer experience where different
ideas or approaches might exist.
— Set clear ground rules for respectful
challenging of ideas and constructive
debate, ensuring everyone feels safe to
voice their opinions without fear of
judgment, to create an inclusive
environment where team members feel
safe to challenge ideas respectfully.
— Conclude with a consensus on a path
forward or an agreement to explore
multiple solutions, demonstrating how
diverse perspectives can lead to better
outcomes.
— Identify key operational or functional
pillars within the store (e.g., VM, BOH,
CX standards, product knowledge) that
are currently managed centrally.
— Select Lead Advisors or experienced
Store Advisors and delegate ownership
of a specific pillar to them, providing
clear objectives, expectations, and
resources. Empower them to deliver
agreed-upon outcomes.
— Schedule regular check-ins to monitor
progress, offer support, and provide
feedback, allowing them to grow into
their delegated roles and contribute
more significantly to the team's overall
performance.
** For constructive feedback, use the "WHAT, WHAT & WHY" framework: clearly state "WHAT you have done that is not right," clarify "WHAT would be the correct behavior," and explain "WHY the correct behavior is important".
For positive feedback, focus on "WHAT you have done positively" and "WHY the positive behavior is important".
Driving Excellence
— Sets and models high performance
standards, providing direct feedback to
ensure team quality.
— Leads the implementation of new
processes or systems to increase team
efficiency.
— Finds creative ways to achieve team
goals effectively with the available
resources.
— Choose one specific operational task or
customer service interaction where you
want to elevate the team's performance
to a consistently high premium standard
(e.g., the elevated try-on ritual, a complex
POS transaction, or efficient
replenishment).
— During a team huddle or quiet period,
personally demonstrate the task to
perfection, highlighting the specific
behaviors and steps that define premium
excellence.
— Provide immediate, direct feedback to
team members as they practice, ensuring
quality and adherence to the
demonstrated premium standard.
— Identify a current store process that is
inefficient, resource-intensive, or prone
to errors.
— Develop a proposal for a new or
optimized process or system (e.g., a new
BOH organization system, a streamlined
communication protocol for specific
issues, or a different approach to floor
zoning).
— Pilot the new process with a small group
of team members, gathering feedback
and making adjustments to increase
team efficiency. Present the results to
your Store Lead.
— Identify a current store process that is
inefficient, resource-intensive, or prone
to errors.
— Develop a proposal for a new or
optimized process or system (e.g., a new
BOH organization system, a streamlined
communication protocol for specific
issues, or a different approach to floor
zoning).
— Pilot the new process with a small group
of team members, gathering feedback
and making adjustments to increase
team efficiency. Present the results to
your Store Lead.
— Present your team with a specific,
measurable store goal that has limited
resources (e.g., increase attachment rate
for a particular product with limited
stock, or improve customer engagement
during a slow period without additional
staffing).
— Challenge the team to brainstorm and
implement creative ways to achieve the
goal using only the available resources.
Encourage "thinking outside the box" to
find effective solutions.
— Debrief the results with the team,
highlighting the most creative and
effective strategies used and celebrating
their ingenuity in achieving goals with
resourcefulness.
— Describes the vision as something
handed down from leadership, rather
than taking personal ownership of it.
— Can follow a provided strategy but
struggles to adapt it when
circumstances change.
— Sets basic, task-oriented goals but
struggles with trade-offs when priorities
conflict.
— Take the store's current ambition (or a key
strategic goal) and spend time
internalizing it. Reflect on how it
connects to your personal leadership
philosophy and the team's daily work.
— During an upcoming team meeting or
huddle, articulate the ambition in your
own compelling words, showcasing your
personal ownership and passion for it,
rather than presenting it as something
merely handed down.
— Connect this ambition directly to specific
team actions and desired outcomes,
inviting questions and ensuring your
team feels inspired and aligned.
— Identify a provided strategy for an
upcoming store initiative (e.g., a new
product launch, a seasonal campaign, or
a system update).
— Proactively analyze potential internal or
external factors that could cause the
strategy to need adaptation (e.g.,
unexpected inventory issues, competitor
activities, or lower-than-expected
customer traffic).
— Develop an "if-then" adaptive strategy
plan, outlining how the team could pivot
if circumstances change, demonstrating
your ability to adapt strategy. Review this
with your Store Lead to showcase
foresight and flexible thinking.
— During a busy period or prior to a
complex week, present your team with a
list of competing priorities or goals.
These should be more than basic, task-
oriented goals.
— Lead a facilitated discussion on the
trade-offs involved in pursuing each goal,
encouraging critical thinking about
resource allocation, impact on other
areas, and alignment with the store's
overarching goals.
— Collaboratively (or as a decision-maker
with team input) make a conscious
decision on which priorities to focus on,
explaining the rationale for the trade-offs,
and setting clear expectations for the
chosen path.
Setting Direction
Long Term Thinking
— Understands how their team contributes
to the business but lacks broader
commercial awareness.
— Acknowledges long-term goals but
consistently favors short-term fixes or
easy wins.
— Generally acts with integrity but may
hesitate to speak up about a values-
conflict.
— Schedule a discussion with your Store
Lead to gain a deeper understanding of
how your team's daily activities
contribute to broader business goals
(e.g., how efficient BOH impacts
customer experience KPIs, or how
product knowledge translates into
overall store revenue).
— Ask specific questions about the wider
commercial context for these
contributions (e.g., market trends,
regional sales targets, or upcoming brand
initiatives).
— Based on this discussion, develop a
communication plan to help your own
team better connect their day-to-day
tasks to the store's overarching business
objectives.
— Identify a decision recently made in the
store that favored a short-term fix or easy
win. This could be a tactical sales
approach, a staffing decision, or a VM
choice.
— Conduct a personal analysis (or a small
group discussion with a peer) on the
potential long-term implications of that
decision. Consider both positive and
negative impacts on customer loyalty,
team morale, or future operational
efficiency.
— Formulate an alternative approach that
balances short-term needs with long-
term sustainability, and discuss it with
your Store Lead, demonstrating a shift
towards more strategic thinking.
— Identify a current store practice or
procedure that, while effective, might
subtly conflict with an On Spirit.
— Prepare a clear, fact-based summary of
the practice and the potential values
conflict.
— Initiate a conversation with your Store
Lead or relevant management to
respectfully voice your concern and
explore ways to adjust the practice to
better align with On's values without
compromising operational effectiveness.
— Acts as a proactive self-starter,
identifying and taking on new challenges
or opportunities.
— Tackles complex challenges with grit,
staying motivated and focused through
significant adversity.
— Holds both themself and their peers
accountable for achieving shared goals
and commitments.
— Identify one specific store KPI (e.g.,
conversion rate, AOV, or apparel share)
that needs significant improvement and
lead an initiative to address it.
— Develop a clear action plan with
measurable steps and assign specific
responsibilities to yourself and key team
members.
— Regularly track progress, celebrate small
wins, and adapt the plan as needed. Hold
yourself and your team accountable for
consistent execution and achieving the
shared goal.
— Identify an existing store process that is
inefficient or problematic (e.g., back-of-
house organization, fitting room
management, or a specific sales floor
flow).
— Volunteer to lead a project to optimize
this process, taking on the challenge and
identifying opportunities.
— Define clear objectives, gather feedback
from affected team members, and
implement measurable improvements.
Document the "before and after" results,
showcasing your ability to tackle
complex challenges and drive positive
outcomes.
— Partner with a peer (e.g., another ASL or a
Lead Advisor) on a shared goal or
initiative. Clearly define your individual
and shared commitments to achieving
the objective.
— Establish a regular check-in cadence
(e.g., weekly or bi-weekly) to review
progress, discuss challenges, and
provide constructive feedback to each
other.
— Hold each other accountable for fulfilling
commitments and proactively problem-
solving any obstacles encountered,
reinforcing the expectation of
accountability for shared goals.
Results Focus
Problem Solving
— Analyzes complex information to identify
the root cause of a well-defined problem.
— Connects information from different
sources to ensure a problem is well-
defined before solving.
— Involves relevant stakeholders to gather
diverse perspectives and challenge
assumptions.
— Choose a persistent operational
challenge in your store (e.g., frequent VM
compliance issues, consistent stock
discrepancies in a specific category, or a
repeated customer service complaint).
— Collect and analyze relevant data from
various sources (e.g., VM audit reports,
stock reports, customer feedback) to
identify patterns and pinpoint the root
cause of the problem.
— Present your findings and proposed data-
backed solution to your Store Lead,
demonstrating your ability to analyze
complex information and connect
different data points to define a problem.
— Identify a complex store decision or
problem that impacts multiple areas or
team members (e.g., adjusting shift
duties during a new launch, optimizing
product placement for a specific
promotion).
— Before making a decision, gather input
from relevant stakeholders (e.g., Lead
Advisors, VM lead, Stock lead).
Encourage them to share their
perspectives and challenge assumptions
about the problem's definition or
potential solutions.
— Integrate these diverse perspectives into
a refined problem definition and a
comprehensive action plan,
demonstrating your ability to connect
information from different sources and
involve stakeholders in problem-solving.
— Anticipate a potential future setback or
unexpected change that could impact
your store (e.g., a planned system outage,
a major delivery delay, or a sudden
increase in customer traffic).
— Proactively gather information and
brainstorm with a small team to define
the potential problem thoroughly.
Consider various scenarios and develop
a contingency action plan that outlines
alternative solutions and responsibilities
for each scenario.
— Review this plan with your Store Lead,
showcasing your systematic thinking and
ability to effectively respond to
unexpected changes.