— Sets the benchmark for premium service
on the floor, actively coaching peers on
how to elevate their daily customer
interactions.
— Ensures high service standards are
maintained even during peak trading
periods or challenging situations.
— Supports the monitoring of service
standards on the floor and proactively
addresses and fills any gaps in the
customer experience.
— Has a deep understanding of On's
product catalog and ensures premium
product storytelling is delivered to
customers.
— Supports customer complaints in a
personalised and effective manner.
— Select one specific "Step of Service"
from the Cloud CX framework to focus
on for a week. Review the associated
behaviors and best practices.
— During your shifts, observe customer
interactions and identify opportunities to
provide brief, constructive feedback and
coaching to teammates on your chosen
"Step of Service." Use the "Feedback inthe Moment" approach, focusing on
"WHAT, WHAT, & WHY" when
addressing areas for improvement.(What was not done right, What would
be the correct behavior, Why the correct
behavior is important.)
— Throughout the week, consciously
demonstrate the chosen "Step of
Service" in your own customer
interactions, serving as a live example for
your team. Regularly reflect on how
you've applied the principles and what
impact it had, using your experiences to
inform future coaching.
— Before an anticipated busy period (e.g.,
weekend rush, new product launch),
review past peak period performance or
feedback (e.g., MSP results, customer
comments) to identify common service
challenges or bottlenecks.
— Based on your analysis, develop and
propose 1-2 small, actionable strategies
or adjustments to your Store Lead or
Associate Store Lead to mitigate these
challenges. This could include specific
communication cues or zoning
adjustments.
— During the peak period, take the lead in
implementing and monitoring your
proposed strategies, ensuring the team
is aware and engaged. After the peak,
gather feedback from peers and self-
reflect on the effectiveness, reporting
observations to your SL/ASL.
— Choose a product or category that either
has complex technical features or is new
to the store's assortment. Deeply
research its features, advantages, and
benefits, connecting them to specific
customer needs or use cases.
— Go beyond simply listing features. Craft a
compelling narrative that highlights the
product's unique value, how it solves a
problem for the customer, or enhances
their experience. Practice explaining
complex technologies simply.
— During a team meeting or a designated
training, lead a "Product Story" sharing
session for teammates to practice their
storytelling.
Service Excellence
Mastering Your Role: Lead Store Advisor
Brand &
Culture
— Serves as a brand and cultural pillar
— Champions the On culture and leads with
our Spirits
— Drives team morale and engagement and
ensures the brand narrative is
consistently communicated.
— Each week, select one of On's core
spirits or a key brand value to highlight.
Prepare a brief (2-3 minute) explanation
of what this spirit means in daily store
operations and customer interactions.
— During a huddle, share your chosen "On
Spirit" and ask team members to provide
examples of how they embody it or have
seen it in action with a customer or
colleague. Encourage open discussion
and positive reinforcement.
— Create a simple visual (e.g., a whiteboard
section, a shared digital note) to capture
and celebrate specific examples of the
"On Spirit" in action throughout the
week, to reinforce the brand narrative
and help drive team morale through
recognizing positive behaviors.
— Review current marketing campaigns,
new product releases, and company
communications to identify 1-2 core
brand stories or messages that are most
relevant to customers. Understand the
"why" behind these stories and how they
connect to On's mission.
— Craft your own concise and enthusiastic
ways to articulate these brand stories,
linking them to products or the overall
customer experience. Practice delivering
these narratives during customer
interactions.
— Organize informal, 10-15 minute sessions
with 2-3 team members during quieter
periods. Ask them to practice sharing the
brand narratives with you, offering
constructive feedback on clarity,
authenticity, and enthusiasm.
— On a rotating basis during your shifts,
have brief, informal conversations with 2-
3 different team members to gauge their
morale, workload, and any general
feedback they might have about the
store culture or environment.
— Privately reflect on the gathered
feedback. Look for recurring themes or
areas of concern/opportunity related to
team moral or engagement.
— Propose a small, actionable initiative to
your Store Leader that could positively
impact team morale or reinforce a
positive cultural aspect. For example,
suggesting a team recognition moment,
organizing a brief "fun activity" during a
slow period, or championing an idea from
a team member.
— 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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Daily Operations
— Runs the sales floor during a shift,
guiding the team to help customers and
maintains the stores operational, visual
and service standards.
— Is the go-to problem-solver for the team,
stepping in to handle difficult customer
or operational issues on the spot.
— Helps teammates improve by sharing
knowledge and giving helpful, informal
tips on products and daily tasks.— As a shift manager, especially during
morning huddles, provide a concise
briefing on the operational, visual, or
service standard focus for the day. This
could be anything from maintaining
immaculate fitting room standards to
ensuring efficient replenishment of top-
selling products. Also articulate your
vision for how the team will collectively
achieve this, drawing from your deep
understanding of daily procedures.
— Actively "run the sales floor" by
observing customer flow, team
positioning, and adherence to the briefed
standards. When you identify an
opportunity, provide immediate,
constructive feedback or a quick
coaching moment to a team member,
guiding them on how to improve in that
specific operational area.
Simultaneously, consciously model the
desired behavior yourself, whether it's
perfectly folded apparel, efficient BOH
retrieval, or seamless POS procedures
— After your shift, reflect on the team's
collective performance against the day's
operational focus. Identify what went
well and any recurring areas that need
further attention. If a team member
excelled in upholding a standard,
acknowledge their effort and consider
how to incorporate their best practices
into future training.
— Identify 2-3 frequently occurring sales
floor challenges or questions that
typically require your intervention (e.g.,
complex return/exchange scenarios,
specific POS system issues, locating
hard-to-find BOH items). For each,
document the step-by-step resolution
process or create a quick visual aid (e.g.,
a simple troubleshooting guide, a
flowchart).
— When a team member encounters one of
these documented challenges, instead of
directly solving it for them, guide them
through your established resolution
steps. Encourage them to attempt to
solve it first, positioning yourself as a
mentor.
— After a challenge is resolved, ask the
team member for their insights or
suggestions for improvement to the
process. Actively listen and integrate
valuable feedback into your "quick solve
guides" or direct it to your Store Leader
for broader operational improvements.
— Before an anticipated busy period (e.g.,
weekend rush, new product launch),
analyze expected traffic patterns and
staffing levels. Review past performance
data to identify previous bottlenecks,
and mentally map out potential "pressure
points" on the sales floor where
customer flow might become an issue or
service standards could drop.
— Based on your flow analysis, develop and
implement 1-2 small, proactive measures
to address potential challenges. This
could involve adjusting team zoning to
optimize coverage for anticipated high-
traffic areas, pre-assigning roles for
queue management, ensuring key selling
points for best-sellers are visible, or
ensuring replenishment for best-sellers is
complete.
— During the busy period, actively monitor
the effectiveness of your proactive
measures. Be prepared to adjust plans
and priorities in real-time as the situation
evolves. Afterward, evaluate whether
your measures successfully maintained
the stores operational and service
standards. Document lessons learned
and share successful strategies with
your Store Leader.
Visual Merchandising
— Leads the team during a shift to ensure
all current VM standards are perfectly
maintained across the entire store.
— Reviews upcoming VM directives to
prepare for their next shift, anticipating
the tasks that will need to be done.
— Serves as the on-the-floor expert for any
questions the team has about correctly
implementing the current VM plan.
— During your shift, pick one specific visual
merchandising standard (e.g., footwear
alignment, apparel folding, or a specific
display) and meticulously audit it across
the entire store.
— Provide immediate, constructive
feedback and hands-on coaching to any
team member you observe needing
support, explaining the "how" and "why"
behind the VM standards.
— Capture a "before and after" photo of an
area where you made improvements and
share it with your team, celebrating the
attention to detail and reinforcing the
visual expectations for the store.
— Review upcoming VM directives or
seasonal campaign plans as soon as they
are available. Take time to understand the
requirements and anticipate the tasks
that will need to be done for your next
shift.
— During a team huddle, lead a brief
discussion on the upcoming changes.
Ask the team for their initial thoughts on
how best to implement them,
demonstrating your role as the on-the-
floor expert for any questions regarding
the VM plan.
— Outline a preliminary action plan with
specific roles and responsibilities for
efficient implementation, ensuring your
team feels prepared and engaged in
maintaining high visual standards.
— Identify an area of the store that
frequently needs VM attention. During
your shift, use this area as a dedicated
coaching corner to demonstrate VM best
practices to team members, such as
precise product placement or creating
visually appealing displays.
— Encourage team members to ask
questions and practice under your
guidance, fostering a shared
understanding of visual standards and
empowering them to take ownership of
VM in their assigned zones.
— Regularly rotate the coaching corner to
different areas of the store, ensuring
comprehensive training and consistent
maintenance of VM standards across the
entire space.
Stock Management
— Prioritizes and directs the team's
replenishment activities during their shift
to keep best-sellers available for
customers.
— Acts as the first point of contact for any
stock-related issues that happen during
their shift (e.g., a missing size, a delivery
discrepancy).
— Champions stock accuracy with peers,
explaining the importance of correct
processes for a smooth-running store.
— During your shift, dedicate 15-20 minutes
to a targeted stock audit. Choose a
specific product category or zone (e.g.,
new arrivals, best-sellers, or a
problematic area) and, with a small group
of team members, physically verify stock
levels against the system. Act as the first
point of contact to identify and
investigate any discrepancies,
championing the importance of accurate
processes for a smooth-running store.
— Proactively address minor stock-related
issues on the spot. This could involve
guiding a team member through
adjusting a mis-located item or
demonstrating the correct procedure for
handling a potentially defective product,
turning it into an immediate training
moment.
— Document and share common stock
issues and their resolutions during your
next team huddle, fostering a culture of
continuous improvement in stock
accuracy.
— Take ownership of an area within the
BOH (e.g., receiving, returns-to-
warehouse, or material ordering) for an
hour each week. Ensure products flow
efficiently from delivery to the sales floor
by organizing a focused clean-up,
reorganizing, or processing session with
team members.
— Use this time to provide multi-group in-
store training on the specific BOH
procedures, answering questions and
demonstrating best practices to
reinforce company warehouse and
receiving standards.
— Observe and identify any bottlenecks or
inefficiencies in the process and bring
potential solutions to your Associate
Store Lead or Store Lead.
— Review daily sales data for top-
performing products and compare it with
on-hand stock levels. Observe current
replenishment activities during your
shifts and assess if best-sellers are
consistently available on the floor for
customers.
— Based on your observations and data,
propose a refined replenishment strategy
or schedule to your team, focusing on
how to keep these key items readily
available. For example, assign specific
team members to monitor and replenish
certain high-traffic areas.
— Lead a brief discussion with your team on
the "why" behind this strategy,
emphasizing its impact on customer
satisfaction and sales results, and follow
up during subsequent shifts to ensure
consistent implementation.
Community & Customer Engagement
— Acts as a key On representative at
community events (like a run club),
building relationships with regular>
attendees.
— Networks with local community groups>
(like run clubs) to attract potential new>
customers to the store.
— Leads the team on the floor by role-
modeling how to turn a transaction into a
lasting relationship.
— During a team meeting, lead a briefing on
an upcoming community event or run
club. Role-model how to confidently
introduce the community and invite users
to participate (e.g., following an applet or
joining a WeChat group).
— Share your own experiences or tips for
building relationships with regular
attendees and turning transactions into
lasting connections.
— Challenge team members to actively
engage with at least one customer per
shift about community initiatives,
encouraging them to track their
interactions and share successes.
— Research and identify one new local
community group (e.g., a local gym,
running club, or wellness studio) that
aligns with the On brand mission.
Develop a brief plan on how the store
could connect with this group to attract
potential new customers and discuss it
with your Store Lead.
— Offer to be the primary contact for this
group, taking the initiative to establish a
relationship and exploring opportunities
for collaboration (e.g., hosting a joint
event, offering exclusive in-store
experiences).
— Collect feedback from customers
regarding local events or partnerships
and provide timely input to the Store
Lead, ensuring the store's community
efforts are relevant and impactful.
— During your shift, actively demonstrate
how to deepen loyalty with customers
through community involvement. This
could involve confidently recommending
local experiences, inviting them to
upcoming store events, or guiding them
through applet registration.
— Observe your team's interactions and
provide real-time coaching on how to
effectively turn casual interactions into
opportunities for lasting relationships.
In-Store Training
— Acts as a designated in-store trainer,
delivering planned training sessions for
new hires and on seasonal product
launches.
— Guides and trains the team on matching
complex customer requirements with the
right products.
— Serves as a subject matter expert in
either product or customer service,
acting as a go-to resource for the entire
team.
— Role-models what great service and
product knowledge look like in every
customer interaction.
— Choose a new or technically complex
product from the latest collection.
Deeply understand its features,
advantages, and benefits, making sure
you are up-to-date with the latest
information.
— Design and deliver a 15-20 minute
"Product Storytelling" workshop for your
team, focusing on how to explain
complex technologies simply and match
the product to complex customer
requirements.
— Include a role-play exercise where team
members practice explaining the
product's value to different customer
types, and collect team member training
needs related to product knowledge
during this session.
— Identify a teammate who could benefit
from focused coaching in a specific
service area (e.g., Cloud CX Premium
standards or an elevated try-on ritual).
Offer to be their dedicated coach or
buddy.
— Observe their interactions on the floor
and provide specific, in-the-moment
feedback, acting as a role model for great
service.
— Schedule regular check-ins to track their
progress and provide additional training
or resources, ensuring they pass
assessments according to standards (if
applicable).
— Prepare a challenging customer service
scenario that requires quick thinking and
in-depth product knowledge (e.g., a
complex return, a customer asking for an
unavailable item, or handling an
objection).
— During a quieter period or team meeting,
lead a training drill where team members
address this scenario. Guide the
discussion, offering insights and best
practices, and demonstrating how to
serve as a subject matter expert for the
entire team.
— Collect feedback from team members on
what they found most challenging and
communicate these training needs to
your Store Manager or the Retail Training
team for potential solutions.
— Has a clear and realistic understanding of
their own strengths and weaknesses.
— Is naturally curious and takes ownership
of learning new skills to improve at their
job.
— Actively seeks feedback from their
manager and peers and uses it to
improve.
— Schedule a dedicated 1-on-1 meeting
with your Associate Store Lead or Store
Lead. Come prepared to discuss your
clear and realistic understanding of your
current strengths and weaknesses.
— Actively seek their candid feedback on
your performance in your role and
express your natural curiosity to learn
new skills that would improve your job
performance.
— Collaboratively identify one specific new
skill or area for development and propose
actionable steps you can take to gain
that skill, demonstrating your ownership
of learning.
— After a challenging situation or a mistake
occurs during your shift, take time for
personal reflection. Analyze what
happened, what went wrong, and what
the key learnings are.
— During a team huddle, briefly share your
reflection and the lessons learned,
fostering an open environment where
learning from mistakes is encouraged.
— Based on the reflection, commit to one
specific action you will take to prevent a
similar issue in the future, actively
demonstrating your willingness to take
action based on constructive feedback.
— Identify an aspect of store operations or
a brand initiative that is outside your
regular duties or comfort zone. This
could be assisting with a new technology
rollout, an unfamiliar community event, or
a cross-functional project.
— Volunteer to take ownership of a
component of this project. Approach it
with natural curiosity, asking questions
and seeking knowledge from others to
gain new skills.
— Document your learning journey and
share your insights with your team or
leader, showcasing your ability to adapt
and grow by stepping outside your
comfort zone.
Learning Agility
— Proactively builds strong working
relationships with teammates across the
entire store team.
— Collaborates effectively with teammates
to ensure a seamless customer journey.
— Proactively and openly shares
knowledge (eg- customer insights and
product knowledge) and resources to
help others succeed.
— During shift changes or daily huddles,
initiate a brief team connection moment.
Encourage team members from different
zones or focus areas to share their
immediate priorities, customer insights,
or any potential challenges for the day.
— Actively offer your support or resources
to teammates where there are overlaps
or dependencies, ensuring a seamless
customer journey across the store.
— Identify an opportunity to practice giving
and receiving constructive feedback
with a fellow team member. Initiate a
conversation where you provide specific,
balanced feedback on a recent task or
interaction, focusing on their growth.
— Concurrently, actively seek feedback on
your own performance or collaboration
style. Demonstrate genuine openness to
receive it and ask clarifying questions to
gain deeper insights.
— Commit to taking action based on the
feedback received, showing your
dedication to continuous improvement
and building strong working
relationships.
— When a customer or operational issue
arises that involves multiple team
members or different store areas, take
the lead in coordinating a collaborative
solution. Bring together the relevant
individuals to discuss the problem,
identify common ground, and agree on a
shared commitment.
— Ensure everyone understands their role
and deadline in resolving the issue.
Follow up proactively to confirm
commitments are fulfilled and that the
outcome leads to a seamless customer
experience.
— Afterward, debrief with the team on the
collaboration process, highlighting what
worked well and how working together
ensured success.
Collaboration
— Takes full ownership of their goals,
ensuring they are completed to a high
standard and on time.
— Shows resilience and determination,
finding ways to overcome common
obstacles to reach goals.
— Takes personal accountability for their
work and follows up with others on
shared commitments.
— At the start of your shift, clearly
communicate 1-2 key goals for the team,
ensuring they are specific and
measurable (e.g., transaction rate,
conversion, AOV). Take full ownership of
one of these goals yourself.
— Organize tasks and allocate resources
efficiently to ensure these goals can be
completed to a high standard. Delegate
sub-tasks where appropriate, ensuring
clear accountability.
— At the end of the shift, lead a quick
debrief to review progress against the
goals, celebrating successes and
identifying any obstacles encountered.
This reinforces personal and sharedaccountability.
— After encountering a significant obstacle
or setback during your shift (e.g.,
unexpected low traffic, a system issue, or
a complex customer complaint), gather
your team for a brief discussion.
— Guide the team to identify how they
demonstrated resilience and
determination in overcoming the
challenge or finding ways to mitigate its
impact. Emphasize learning from the
situation and persistently trying.
— Highlight specific actions taken that
showed a results-oriented approach,such as organizing resources effectively
or adapting plans to still achieve a
positive outcome.
— Before a busy period or a complex task,
present your team with a list of tasks or
priorities. Lead a quick exercise where
you collectively prioritize them based on
their impact on business outcomes and
customer experience.
— Explain your rationale for prioritizing,
demonstrating attention to detail and
effective organizational skills. Encourage
team members to share their own
prioritization strategies.
— Follow up throughout the shift to see
how the team managed their time and
focus based on the prioritization,
providing coaching on continually
improving organizational skills.
Results Focus
Problem Solving
— Identifies patterns in data and calls out
inconsistencies or gaps that require
further investigation.
— Pauses to gather more information and
consider that there may be alternative
solutions for the immediate issue.
— Seeks inputs from others and considers
perspectives that differ from their own,
using that input to refine or change their
initial plan.
— Identify a recurring operational or
customer service issue in your store (e.g.,
frequent bottlenecks at a certain station,
repeated customer complaints about a
specific product feature).
— Initiate a brief huddle with relevant team
members to discuss the issue. Lead the
conversation by asking thoughtful
questions to analyze the problem,
encouraging team members to break
down information and identify potential
patterns or inconsistencies.
— Guide the team to brainstorm at least
two alternative solutions, considering
diverse perspectives before collectively
deciding on a plan of action to address
the root cause.
— When a problem arises that has an
obvious, immediate solution,
intentionally pause. Instead of
immediately implementing it, gather
input from a few team members,
including those whose perspectives
might differ from your own.
— Actively listen to their viewpoints and ask
clarifying questions to ensure you gather
comprehensive information and consider
various elements of the problem.
— Use this input to refine your initial plan or
even adopt a completely new approach,
demonstrating your ability to integrate
different ideas and handle planned
changes effectively.
— Identify an upcoming planned change
within the store (e.g., a new system
implementation, a seasonal floor set, or a
new policy).
— Proactively outline potential challenges
or roadblocks associated with this
change. Work with your team to integrate
various elements of information and
develop a small contingency playbook of
alternative solutions for anticipated
problems.
— Share this playbook with your team,
discussing how to effectively handle
these planned changes and
demonstrating a structured approach to
problem-solving.