Store Advisor to Senior Store Advisor
As a Senior Store Advisor, you'll need to see the bigger picture, understanding how every action impacts the store's success and profitability.
You’ll evolve into a problem-solving champion. Instead of just identifying issues, you'll actively tackle challenges, learn from them, and suggest improvements to refine processes and enhance the customer experience.
You'll also step into a mentorship role. This means guiding colleagues, sharing knowledge, and leading by example to ultimately strengthen the entire On team and inspire a culture of continuous learning and excellence.
Mind-shifting
Questions
Generally, we see a mindset shift from doing to leading
or owning...
— How can I take more initiative in
identifying and addressing issues,
rather than waiting for instructions?
— What specific topics or tasks can I
consistently deliver on, demonstrating
reliability and a higher level of
responsibility?
— Am I willing and able to take higher
responsibilities and tasks?
— How do my daily tasks impact the
broader store operations and overall
business goals?
— What opportunities can I seek to gain
a deeper understanding of operational
decisions and processes that affect the
store?
— How can I connect my work to the
bigger picture of store success?— What opportunities are there to create
better systems and processes for thestore?
— When faced with a challenge, how can
I make sure to learn from mistakes andidentify ways to prevent them in the
future?— How can I proactively support the
development of newer team
members, sharing my knowledge
and helping them enhance their
skills?
— What opportunities are there to
lead by example and collaborate
closely with the team to achieve
our goals?
— Has deep product knowledge and can
confidently answer tough questions from
both customers and teammates.
— Acts as a trusted "buddy" for new hires,
helping them learn the basics of our
products and service standards.
— Generously shares their knowledge and
experience with the rest of the team.
— Supports facilitation and delivery of
training sessions.
General Tip: Recognize that your expertise is only as valuable as your ability to teach it; a Senior Advisor's success is seen in the growth of the people around them.
— Observe a peer who is struggling to
explain a specific product feature.
— Wait for the customer to leave, then offer
a tip: "I noticed you were stuck on the
waterproof membrane; I find it easier to
explain it like a 'second skin' – want to try
that?".
— Follow up with them later in the shift to
see if the tip helped their next sale.
— Identify a frequently asked question that
the team often struggles to answer.
— Design a 1-page visual aid or cheat sheet
(e.g., a diagram of CloudTec phases).
— Post it in the backroom and explain it to
the team during a shift change.
— Request to lead the POS and Transaction
training module for a new hire.
— Walk them through a standard sale, a
return, and a gift card transaction.
— Let them perform the tasks while you
shadow, providing instant, constructive
feedback until they are floor-ready.
In-store Training
— Actively promotes upcoming events and
run clubs to customers, encouraging
them to participate.
— Is a key, reliable team member in setting
up and executing store events.
General Tip: Move from attending events to hosting them; focus on how you can turn a one-time event visitor into a lifelong brand regular.
— Research a local fitness group (e.g., a
"Mums who Run" club) that aligns with
On's mission.
— Draft a 1-page proposal for a Private
Fitting or Community Tech Talk for that
group.
— Present the idea to your leader,
highlighting how it attracts a new
customer segment.
— Volunteer to manage the Check-in for the
next run club or event.
— Ensure every guest is greeted by name
and given a 30-second brand intro if they
are new.
— Follow up with guests after the event to
invite them back for a personal gait
analysis or gear trial.— Start a professional mental or physical
notebook of your regular customers.
— Note their preferred sizes, favorite
colors, and typical running styles.
— Greet them by name when they visit and
have a thoughtful suggestion ready
based on their history.
Community & Customer Engagement
— Is an expert on the current VM guidelines
and ensures they are maintained to the
highest standard throughout the day.
— Independently implements all VM
updates exactly as instructed, requiring
minimal supervision.
— Can explain the "how" and "why" of the
VM standards to new team members.
General Tip: Shift from "cleaning up" to "restoring the vision"; ensure every table and mannequin looks exactly like the seasonal Lookbook throughout the entire shift.
— Request access to the latest global VM
Lookbook.
— Identify one table or wall that doesn't
perfectly match the directive.
— Execute a refresh, ensuring all fold lines
are straight and branding is perfectly
visible.
— At a shift change, lead a 15-minute full
store reset with the incoming team.
— Assign specific zones and demonstrate
the correct finger-spacing for apparel
hangers.
— Perform a final walk-through to verify
that every display meets the standard.
— Walk the floor to check every technical
sign and price tag.
— Replace any torn, faded, or missing
signage immediately.
— Ensure that New Arrival or Campaign
signs are perfectly aligned with the
corresponding products.
Visual Merchandising
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— Independently manages all stockroom
tasks, ensuring product flows efficiently
from delivery to the sales floor.
— Proactively monitors stock levels on the
floor and in the back to prevent "out of
stock" situations on key items.
— Can investigate and identify the source
of common stock errors and correct
them.
General Tip: Treat the stockroom as a strategic asset; an organized back-of-house directly enables a faster, more premium customer experience on the floor.
— Identify a disorganized area in the
stockroom that slows the team down
(e.g., apparel returns).
— Empty the area and reorganize it by size
and style using clear, printed labels.
— Demonstrate the efficiency gain to your
manager by showing how quickly a
product can now be found.
— Ask to be the "Receiving Captain" for the
next delivery.
— Coordinate the team to ensure boxes are
opened, sensor-tagged, and sized in a
logical flow.
— Perform a final count to ensure the
shipment matches the packing slip
before the product is moved to the sales
floor.
— Pick one high-traffic category (e.g.,
Accessories) and perform a manual
count of every item.
— Compare your count against the system
stock levels to identify "ghost" inventory.
— Investigate discrepancies and report
findings to the Store Leader to improve
overall store stock accuracy.
Stock Management
— Independently executes assigned daily
operational tasks to On's standard
without supervision, ensuring accuracy
and efficiency.
— Proactively identifies and resolves minor
operational issues (e.g., a simple POS
error) before they impact customers.
— Acts as a reliable resource for new
advisors, answering their questions
about standard procedures and policies.
General Tip: Develop an "owner’s eye" by identifying operational gaps – like a messy supply cabinet or an unorganized desk – and fixing them without being asked.
— Volunteer to own the Opening or Closing
checklist for a full week.
— Perform each task to 100% accuracy,
ensuring no shortcuts are taken on
things like POS drawer counts or supply
replenishment.
— Show your manager the completed list
and point out any operational gaps you
resolved during the week.
— Review the SOPs for complex tasks like
international returns or faulty product
claims.
— Create a simple 5-step "Troubleshooting
Guide" and place it near the POS system
for the team.
— Announce to the team that you are
available to help with these specific
complex transactions to reduce manager
interruptions.
— Perform a 10-minute walk-through of the
store specifically looking for Health &
Safety risks.
— Check that fire exits are clear,
heavy boxes are stored low, and all floor
cables are properly covered.
— Log any issues in the store's maintenance
book and fix minor hazards (e.g., spills)
immediately.
Daily Operations
Service Excellence
— Anticipates customer needs during the
sales and after-sales process, to provide
a seamless, premium service experience.
— Demonstrates detailed technical product
knowledge and can clearly articulate the
benefits which match customer needs.
and requirements.
— Acts as a role model on the shop floor,
demonstrating to peers how to navigate
varied and dynamic customer
interactions.
— Resolves complex exchanges and after
sales queries.
General Tip: Move beyond transactional service to "consultative storytelling" – be the person who explains the science behind the feeling to match an athlete's unique needs.
— Choose a specific technology (e.g.,
CloudTec or Missiongrip) and research
its biomechanical benefits beyond the
standard sales script.
— Create a quick-fire quiz with three
questions about this technology.
— Test a peer’s knowledge during a quiet
moment and explain the why behind the
tech to help them level up their pitch.
— Identify an Advisor who is struggling with
technical fittings or closing complex
sales.
— Invite them to tag-team a customer
interaction where you lead the technical
storytelling while they observe.
— Debrief afterward to ask what they
noticed and how they can incorporate
one of your techniques into their next
sale.
— Commit to asking three customers per
shift: "Is there anything we could have
done today to make your experience even
better?"
— Note common themes or specific
compliments and complaints.
— Present a summarized "Weekly Service
Insight" to your Store Leader with one
actionable recommendation for
improvement.
— Actively promotes and contributes to the
store culture.
— Supports the on-boarding and
integration of new team members.
General Tip: Shift from participating in the culture to demonstrating it, especially by maintaining a positive "On Spirit" during high-pressure moments like busy shifts or complex returns.
— Review the On Spirits and select one that
resonated with a recent customer
interaction (e.g., Explorer Spirit).
— Draft a 1-minute summary explaining the
situation, the action you took based on
that spirit, and the positive outcome.
— Request 2 minutes during the morning
huddle to share this moment with the
team to inspire others.
— Ask your leader to pair you with a new
hire for a Cultural Walkthrough.
— Explain the store’s non-negotiables
regarding energy and atmosphere.
— Demonstrate how to maintain the On
vibe even during quiet periods or while
performing repetitive operational tasks.
— Observe the team energy during a shift
and identify when focus dips (e.g., the
post-lunch slump).
— Initiate a quick 30-second shout-out
session in the backroom or during a zone
switch.
— Share a positive customer win or a
specific "thank you" to a teammate to
shift the momentum.
Brand & Culture
Key competencies to develop
— Anticipates the next logical steps in a
task and begins preparation without
being prompted.
— Persists through simple setbacks and is
frequently able to navigate more
significant obstacles without additional
support.
— Takes responsibility for their own output
and provides regular, honest progress
updates to the team.
General Tip: Connect your daily tasks to the store’s KPIs. Understand that every shoe you fit or shirt you fold is part of a larger commercial goal.
— Review the store’s daily targets for
metrics like IPO (Items per Order) or
Conversion.
— Set a personal goal for your shift that is
slightly higher than the store average.
— At the end of the day, review your stats
and identify which specific behavior (e.g.,
suggesting socks at the bench) led to
your success or where you fell short.
— Identify an operational task that usually
drags on, such as replenishing a specific
apparel wall.
— Set a "challenge time" for yourself and
1–2 peers to complete the task with
100% accuracy.
— Report the completed task to your lead,
highlighting the time saved and how it
allowed the team to return to customer
service faster.
— Walk the floor through the eyes of a
customer and identify one missed
opportunity (e.g., a best-seller that is out
of stock on the floor but available in the
back).
— Replenish the item immediately and track
if it sells during your shift.
— Share this win with your Store Leader to
show you are thinking about how visual
standards directly drive sales results.
Results Focus
— Is effective at analyzing simple data and
is learning to navigate more ambiguous
or contradictory information.
— Applies familiar solutions from past
problems without analyzing the current
situation's uniqueness.
— Seeks input from others, favouring ideas
that confirm their own initial view.
General Tip: Move from reporting problems to proposing solutions. When you go to a leader with an issue, always have at least one recommendation on how to fix it.
— Identify a recurring minor issue, such as a
messy supply drawer or a confusing
signage placement.
— Research why the issue keeps happening
(e.g., lack of clear labels or poor location).
— Implement a physical fix – like creating
new labels – and observe if the problem
persists over the next week.
— The next time you encounter a customer
or operational issue, pause to think of
two potential resolutions before
speaking to a lead.
— Present the problem to your leader
followed by: "I think we should do X or Y
to solve this; which do you prefer?"
— Document the manager’s reasoning for
their choice to better align your future
decision-making with leadership
standards.
— Identify a situation where a customer is
dissatisfied but hasn't yet asked for a
manager.
— Use the "Listen, Empathize, Solve"
framework to attempt to find a brand-
aligned resolution yourself.
— If a manager is ultimately needed, provide
them with a full brief of what has
happened and what you’ve already
offered so they can step in seamlessly.
Problem Solving
Learning Agility
— Is aware of their strengths and regularly
reflects to identify specific areas where
they can improve.
— Is interested in learning new things and
requests training or resources to improve
at their job.
— Moves beyond just "accepting" feedback
to asking clarifying questions that help
them gain deeper insights.
General Tip: Instead of waiting for training to be assigned, actively seek out unknowns. Become the person who masters a new system first and then teaches it to others.
— Ask your manager to be the first person
trained on a new POS update, inventory
app, or digital tool.
— Spend time troubleshooting the new tool
and identifying potential user errors that
your peers might face.
— Draft a 3-point "quick start" guide for the
team to simplify the learning curve for
everyone else.
— Pick a task that didn't go as planned (e.g.,
a shipment that took too long to
process).
— Analyze the situation to identify what
specifically caused the delay or
confusion.
— Propose one change to the Store Leader
for how to handle the next similar task
more efficiently based on your analysis.
— Identify the zone or task you feel least
comfortable with (e.g., handling complex
returns or apparel merchandising).
— Request to be placed in that zone during
a mid-level traffic period to build your
muscle memory.
— Ask a subject matter expert for one piece
of critical feedback after your stint and
implement it immediately in your next
shift.
— Maintains consistent contact with
teammates to ensure alignment, rather
than only reaching out when a problem
arises.
— Adjusts their own work habits to better
support the goals of the broader team.
— Shares relevant updates as they become
available, ensuring teammates don't have
to ask for status reports.
General Tip: Shift from being a helpful individual to a team connector. Look for ways to bridge gaps between different zones (like Front of House and Back of House) to ensure the whole store wins.
— Identify a peer in a different area of the
store (e.g., if you are usually on the floor,
pick someone in the stockroom).
— Spend 30 minutes of a quiet shift
teaching each other one "expert task"
from your respective zones.
— Discuss how these two roles depend on
each other and share one takeaway with
your manager on how to make hand-offs
between these zones smoother.
— Observe a teammate struggling with a
specific task where you have expertise,
such as technical footwear specs.
— Ask if you can share a pro-tip that has
helped you succeed in that area.
— Follow up later in the shift to see how
they applied that tip and provide positive
reinforcement on their progress.
— Prepare a concise summary of the
morning’s wins, challenges, and pending
tasks before the mid-day team arrives.
— Deliver a 2-minute update to the
incoming crew to ensure they have the
context needed to hit the ground
running.
— Check in with an incoming Senior or Lead
to see if there are specific "priority
zones" that need extra support based on
your morning observations.
Collaboration
— 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.
