— 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 brandupdates or company communications
that articulate On's global vision and
mission. Translate these into tangible
examples of how your team's daily work
contributes to this larger purpose.
— During daily huddles, encourage team
members to share their own "why" – what
personally connects them to On's vision
and how they feel they serve as an
ambassador for the brand.
— Actively seek feedback on how well the
team understands and connects with the
brand narrative, adjusting your
communication strategy to ensure it
consistently resonates and drives
engagement
— Drives the store's overall commercial
performance and KPI's, creating and
executing plans to maximize selling
opportunities and grow the business.
— Responsibly manages the store's key
resources – the team, the schedule, and
the inventory – to create the best
possible business outcomes.
— Analyzes performance data to
understand what is driving the store's
success and where there are
opportunities to improve.
— At the start of your shift or during a daily
huddle, review the previous day's or
week's key performance indicators (KPIs)
such as conversion rate, average order
value (AOV), or items per order (IPO).
This aligns with your role in analyzing
performance data to understand success
drivers.
— Identify one specific KPI that presents
the biggest opportunity for improvement
for the day or week. Based on this,
collaboratively develop specific,
actionable strategies with your team to
positively impact this KPI. This
demonstrates creating and executing
plans to maximize selling opportunities.
— Ensure the team understands their
individual and collective roles in
executing the plan. During and after the
shift, track progress and debrief with
your team on the effectiveness of the
implemented strategies, similar to how
Lin Xiao uses data-driven decision-
making and rigorously executes plans to
achieve sales targets.
— Identify one existing operational process
in your store that is inefficient, resource-
intensive, or impacting customer
experience or KPIs. This could be related
to fitting room management, back-of-
house (BOH) flow, or cashier operations.
This addresses analyzing data to find
improvement opportunities.
— Engage your Associate Store Lead (ASL)
and key Lead Advisors (LAs) to gather
their input and perspectives on the
current process and potential
improvements. Work with them to
redesign the process to be more efficient
and effective, leveraging their direct
experience and Shan Wu's approach to
improving execution quality and
efficiency through rules and tools.
— Pilot the new process with a small team,
collect feedback, and measure its impact
on key metrics (e.g., reduced waiting
times, improved inventory accuracy,
increased team efficiency). This
showcases your ability to manage key
resources and improve business
outcomes.
— Anticipate an upcoming period of high
traffic, a major product launch, or a
planned store event. Based on historical
data and forecasts, develop a detailed
plan for responsibly managing your key
resources (team members, their
schedules, and specific inventory needs)
to ensure optimal coverage and
productivity. Alphonse Rispoli and
Vivienne Wang both optimized
scheduling based on forecasts and
managed staff efficiently for peak times.
— Identify potential challenges or
unexpected scenarios during this period
(e.g., unexpected staff absence, system
issues, higher-than-anticipated customer
flow) and develop a contingency plan.
This plan should outline alternative
resource deployments, communication
protocols, and decision-making
frameworks to effectively respond to
changes. Gabe Esparza's focus on
proactive decisions to mitigate risks
aligns with this.
— Communicate this plan clearly to your
leadership team and the broader store
team, ensuring everyone understands
their roles and the strategic rationale
behind the resource allocation. Conduct
a post-event review to assess the plan's
effectiveness and refine it for future use.
This guide is best viewed on mobile.
Please access this site on a mobile device to see the content.
Daily Operations
— Develops a forward-looking plan for all
VM activities in the store, ensuring the
right resources (people, time, supplies)
are always available.
— Is fully responsible for ensuring all
corporate VM guidelines – both current
and future – are implemented to the
highest standard.
— Provides constructive, forward-looking
feedback to the corporate VM team on
potential challenges with upcoming
directives.
— Access the VM calendar and directives
several months in advance. Proactively
identify all upcoming VM activities,
including major floor sets and campaign
launches.
— Develop a detailed forward-looking plan,
outlining the necessary resources
(people, time, supplies), potential
challenges, and a clear timeline for
efficient implementation. Consider the
logistical aspects and how to best
allocate your team and physical
materials.
— Conduct a planning meeting with your
VM leads, assigning clear roles and
responsibilities and ensuring they
understand the "why" behind each
element. This ensures resources are
always available and the team is
prepared for upcoming updates.
— Regularly conduct meticulous,
unannounced VM audits across the
entire store, focusing on all corporate
VM guidelines. Document areas that
meet and exceed standards, as well asthose needing improvement. This
ensures you are fully responsible for
implementing VM guidelines to the
highest standard.
— Utilize "Feedback in the Moment" or
"Ask, Tell, Agree" (ATA) to provide
immediate, specific coaching to team
members on VM execution. Emphasize
the "how" and "why" behind the
standards, ensuring consistent, high-
quality maintenance.
— Track recurring VM issues and integrate
solutions into daily huddles or targeted
training sessions, creating a continuous
improvement loop for maintaining visual
standards throughout the day.
— Upon receiving new corporate VM
directives, review them critically for
potential implementation challenges or
local market relevance. Consider aspects
such as product availability, store layout
limitations, or team expertise.
— Collaborate with your VM leads to gather
specific, data-backed insights (e.g., from
sales trends, customer feedback, or
previous VM implementation
experiences) on how effectively the
directive can be executed within your
store's context.
— Compile this information into a concise,
constructive feedback report to the
corporate VM team, clearly outlining
potential challenges and proposing
alternative solutions or adaptations.
Visual Merchandising
— Builds and executes a community
engagement strategy.
— Conduct a thorough analysis of your
store's local community, including
demographics, local running clubs,
fitness studios, and potential
complementary businesses. Research
successful community events or
partnerships from other On stores or
local competitors.
— Based on your analysis, set clear,
measurable annual goals for community
engagement. These could include
targets for the number of community
events hosted or participated in, new
community member sign-ups (e.g.,
WeChat groups or applet registrations),
or an increase in foot traffic directly
attributable to community initiatives.
— Outline a detailed community
engagement calendar and strategy for
the year, including types of events (e.g.,
regular run clubs, themed activations,
workshops), key local partnerships to
pursue, and communication plans to
promote these activities.
— Identify 2-3 high-potential local
businesses, organizations, or community
leaders (e.g., local gyms, wellness
centers, popular cafes, or prominent
running figures) whose values align with
On's mission and could bring mutual
benefit.
— Develop a tailored proposal or pitch that
highlights how a partnership could
benefit both parties, focusing on shared
values and potential for attracting new
customers or enriching community
experiences.
— Execute a pilot collaboration with one of
these partners (e.g., co-hosting a special
event, offering exclusive in-storeexperiences for their members, or cross-
promoting each other's offerings).
Monitor the results and leverage
successful pilots to build deeper, long-
lasting relationships and integrate them
into your broader community strategy.
— Designate a small, passionate team of
Advisors as "community ambassadors."
Provide them with specific training on
community fundamentals, effective
promotion guidance, and apple
registration guidance, enabling them to
actively invite customers to participate in
community initiatives.
— Delegate clear responsibilities to this
team for various aspects of community
activity support, such as pre-scheduling
staff, user check-in, communication
during events, supply placement
preparation, and post-activity follow-up.
Ensure they manage community
materials and fitting shoes effectively.
— Establish a consistent feedback loop
where this team collects and provides
timely feedback to the tech rep on issues
observed during community activity
support. Regularly communicate with the
tech rep team on these insights, at leastonce per month, to continuously refine
and improve your store's community
offerings. Encourage all team members
to participate in at least two community
activities per quarter to foster a strong
community culture.
Community & Customer Engagement
Stock Management
— Can oversee stock management
according to business trends and go-to-
market strategies.
— Ensures stock accuracy and reduces
shrink.
— Manages the complete lifecycle of stock,
from receiving to sales, ensuring efficient
and accurate processes throughout.
— Analyzes inventory data (e.g., sell-
through, stock turn) to make smart
decisions and provide feedback on
product assortment to regional partners.
— Proactively review and analyze your
store's inventory data regularly, focusing
on key metrics like sell-through rates,
stock turn, and top/bottom performers
across all On verticals. This deep dive
into data will help you understand what's
truly driving your business, similar to Nia
Quinones' desire to understand how
corporate teams analyze inventory data
and use D365 for forecasting.
— Identify specific insights or trends from
this analysis (e.g., unexpected demand
for a product, slow-moving items, or
regional differences in assortment
performance). — Formulate data-backed
recommendations on product
assortment, stock levels, or
replenishment strategies.
— Prepare and present your findings and
suggestions to your regional partners
(e.g., merchandising, supply chain) to
provide feedback on product assortment
and influence future stock decisions,
showcasing your ability to make smart
decisions based on data.
— Take full ownership of your store's
inventory accuracy and shrinkage results
by meticulously analyzing stock
discrepancy reports and past inventory
count results. Pinpoint specific patterns,
high-risk areas, or common error types
contributing to shrink, as Gabe Esparza
focused on refining stock management
to reduce shrink.
— Develop a detailed "Shrink Reduction &
Accuracy Blueprint" action plan. This
plan should include tightening up back-
of-house (BOH) processes, implementing
more frequent cycle counts or improved
inventory methods (inspired by Fantasy
Fan's reforms), and clear accountability
measures for your team to handle stock
efficiently and accurately throughout its
lifecycle.
— Implement this plan, personally
overseeing its execution and regularly
coaching your Associate Store Lead
(ASL) and Lead Advisors (LAs) on
maintaining these high standards.
Continuously monitor progress against
company targets, like the 98% accuracygoal Alphonse Rispoli achieved, andÇ
adjust the blueprint as needed to ensure
consistent improvement.
— Choose one critical stage of the stock
lifecycle (e.g., receiving new product,
managing store transfers, handling
defective or returned-to-warehouse
items). Deeply understand and master
the current company standards and
procedures for this stage.
— Work with your ASL and Lead Advisors to
observe the current process in action.
Actively identify any bottlenecks,
inefficiencies, or deviations from
standard procedures. Engage your team
in brainstorming solutions to streamline
the process, drawing on insights
from managers like Sandy Li who
adapted BOH layout changes.
— Implement refined procedures and lead
multi-group in-store training on these
enhanced processes to ensure efficient
and accurate execution across the entire
team. Empower your team to take
ownership and consistently apply these
best practices, making the store's stock
operations seamless and precise.
— Cultivates a broad, cross-functional
network (e.g., other Store Leads and
corporate partners).
— Fosters a "one team" culture and
proactively connects individuals across
teams (e.g., pillars), breaking down silos.
— Creates opportunities for open
knowledge exchange across teams (e.g.,
best practices on sales and service).
— Reach out to 1-2 Store Leads from other
locations (especially those with different
challenges or strengths, e.g., a high-
volume flagship vs. an outlet, or a store
strong in apparel vs. footwear). Cultivate
a broad, cross-functional network by
scheduling a virtual or in-person best
practices exchange session.
— Prepare specific topics for discussion
related to common challenges (e.g.,
conversion strategies, effective BOH
management, or innovative customer
engagement tactics). Create
opportunities for open knowledge
exchange by facilitating a discussion
where you and your peers share insights
and solutions.
— Share key takeaways and actionable
strategies with your own store team,
encouraging them to implement new
ideas and fostering a "one team" culture
that extends beyond your store walls.
— Identify a specific store project or
initiative that involves multiple internal
pillars (e.g., a new product launch that
requires coordination between VM,
Stock Management, and Training).
— Convene a meeting with the team
members responsible for these pillars.
Facilitate communication between them
to align on objectives, timelines, and
potential interdependencies, proactively
connecting individuals across teams and
breaking down silos.
— Establish clear communication channels
and check-in points to ensure continuous
alignment and to foster a "one team"
culture where all understand their
collective contribution to the project's
success.
— Identify a recurring challenge or
opportunity where feedback from your
store could significantly benefit a
corporate function (e.g., product
feedback for Merchandising, operational
insights for Supply Chain, or market
trends for Marketing).
— Align with your Area Lead to identify
other stores experiencing similar
challenges, who would be beneficial to
have in the conversation with the
corporate partners.
— Schedule a formal meeting (virtual or in-
person) with the relevant corporate
partners and other Store Leaders.
Provide constructive, forward-looking
feedback backed by data and specific
examples from your store.
— Actively seek their perspective and input,
explaining how their decisions impact
your store's operations and sales. The
goal is to cultivate a broad, cross-
functional network by demonstrating
your value as a partner who offers
solutions and mutual benefit.
Collaboration
— Understands their own capabilities and
how their style and emotions impact
others.
— Proactively seeks out diverse knowledge
and skills, even outside their area of
expertise.
— Proactively seeks out candid feedback
from a wide range of sources to find blind
spots.
— Choose a recent challenging situation or
significant interaction with a team
member or customer. Take time for deep
self-reflection on how you responded
emotionally, how your communication
style was perceived, and how these
factors influenced the outcome. This
helps you understand your own
capabilities and how your style and
emotions impact others.
— Document your observations and identify
specific areas where you could have
responded differently to achieve a more
positive outcome.
— Discuss your insights with your Area
Lead or a trusted peer, proactively
seeking candid feedback on your
leadership style and emotional
intelligence, and using that input to refine
your approach.
— Identify an area of the business outside
your daily store operations where you
lack deep expertise but that impacts your
store (e.g., advanced D365
functionalities, detailed merchandising
strategies, or supply chain logistics).
— Schedule a learning session or
shadowing opportunity with an expert
from that corporate function (e.g., the
Merchandising team, a D365 specialist,
or a Supply Chain partner). Come
prepared with specific questions to
maximize your learning.
— Apply your new knowledge by identifying
one specific area within your store where
you can implement a related
improvement, demonstrating your
ownership of learning new skills to
enhance store performance.
— Solicit candid feedback on your
leadership and management style from a
wide range of sources: your Area Lead,
your Associate Store Lead, a Lead
Advisor, and a peer Store Lead. Ensure
they understand you're genuinely looking
for insights to find blind spots.
— Compile and analyze the feedback for
common themes and surprising insights.
Actively listen and ask clarifying
questions to ensure a deep
understanding of their perspectives.
— Prioritize 1-2 key areas for development
based on this feedback, develop a
concrete action plan, and share it with
those who provided feedback,
demonstrating your commitment to
continuous improvement through candid
feedback.
Learning Agility
In-Store Training
— Owns the store's complete training
strategy, identifying skill gaps and
creating a plan to build a highly
knowledgeable team.
— Develops the store's trainers by
identifying team members with training
potential (like LSAs) and coaching them
to lead sessions effectively.
— Measures the success of training by
tracking its impact on store KPIs (e.g.,
sales, customer satisfaction).
— Conduct a comprehensive analysis of
your store's performance data and
customer feedback. Review MSP visit
results (scores, strengths, and
weaknesses), sales KPIs (conversion,
AOV, apparel share, IPO), and individual
team member performance reviews to
identify critical skill gaps and training
needs.
— Create a detailed quarterly training
calendar and strategy that addresses
these identified gaps and aligns with
upcoming business priorities (e.g., new
product launches, seasonal campaigns).
This plan should outline specific training
topics (e.g., product knowledge, Cloud
CX steps, operational procedures), target
audiences, and desired outcomes.
— Allocate necessary resources – including
trainers, time, and scheduling – to ensure
smooth execution and completion of all
in-store training, integrating activities
seamlessly into the store schedule.
Ensure the training plan is communicated
clearly to your team.
— Identify Lead Store Advisors and
experienced Senior Store Advisors with
strong product knowledge or service
skills who exhibit training potential.
Engage them in discussions about their
interest in becoming trainers and assign
them specific training topics where they
can leverage their expertise.
— Provide direct coaching and feedback to
these emerging trainers on their delivery
techniques, content mastery, and ability
to engage different learning styles.
Observe their sessions and offer
constructive critiques, helping them
refine their skills to lead sessions
effectively.
— Create a structured mentorship
opportunity where you guide these
trainers in developing their own training
materials, planning sessions, and
take ownership and lead autonomously.
— For each significant training initiative,
define clear, measurable KPIs that the
training is designed to impact. For
example, product knowledge training
might target an increase in IPO or
apparel share, while Cloud CX
training would focus on improving NPS
or conversion rates.
— Before and after each training, track
relevant performance metrics. Analyze
the data to measure the success of
training by tracking its impact on store
KPIs and assess whether the training
effectively closed the identified skill
gaps. This systematic approach is key to
understanding the return on investment
in your training efforts.
— Based on your findings, adjust future
training content, delivery methods, or
coaching strategies. Regularly
communicate these results and
adjustments to your team and relevant
stakeholders (e.g., Area Lead, Retail
Training team), demonstrating a
continuous improvement cycle.
— Makes decisions with a good
understanding of their team's impact on
the wider business.
— Makes decisions for their team that
balance short-term needs with long-term
sustainability.
— Consistently acts with integrity and
holds their team to the same high ethical
standards.
— Choose a recent significant decision
made for your team (e.g., a staffing
change, a shift in training focus, or a new
operational procedure). Instead of just
focusing on the immediate results,
conduct a personal analysis to articulate
the potential long-term impacts of this
decision, both positive and negative, on
the wider business. This could include
effects on brand reputation, future talent
pipeline, or cross-functional
relationships.
— Seek input from your Associate Store
Lead (ASL) and a relevant corporate
partner (e.g., Talent BP for staffing,
Merchandising for product-related
decisions) to gain diverse perspectives.
This will help you to make decisions with
a good understanding of your team's
impact on the wider business.
— Refine your understanding of the
decision's comprehensive impact and
document key learnings for future
decision-making, demonstrating a more
holistic, long-term perspective.
— Identify a scenario where your store
faces a choice between an immediate
easy win (short-term benefit) and an
action that requires more effort but
promises greater long-term sustainability
(e.g., temporarily cutting training hours to
boost sales vs. investing in development
for future capability, or using quick fixes
for stock issues vs. implementing robust
process changes).
— Develop a decision framework with your
ASLs and Lead Store Advisors that
explicitly evaluates both short-term
benefits/costs and potential long-term
implications (e.g., impact on team morale,
customer loyalty, operational efficiency,
brand values). This helps your team make
decisions that balance short-term needs
with long-term sustainability.
— Apply this framework to make the
decision, clearly communicating the
rationale to your team and explaining
how it serves the store's and brand's
long-term health, not just immediate
gains.
— Identify a current store practice, policy,
or common team behavior that, while
perhaps efficient, might subtly conflict
with an On Spirit or core ethical value
(e.g., certain sales tactics, how customer
complaints are handled, or internal
communication practices).
— Prepare a clear, fact-based summary of
the practice and the potential values
conflict. Initiate a confidential discussion
with your ASLs and relevant LSAs to
explore the situation from different
perspectives. This enables you to
consistently act with integrity and hold
your team to the same high ethical
standards.
— Guide your team to collaboratively
propose adjustments or alternative
approaches that better align with On's
values without compromising
operational effectiveness. Implement the
agreed-upon changes and reinforce the
importance of consistently acting with
integrity and upholding ethical standards
through ongoing communication.
Long-term thinking
Driving Excellence
— Inspires a higher standard of excellence
and performance across their entire
team.
— Leads cross-functional process or
system redesigns that result in
significant productivity gains.
— Optimizes resource deployment across
teams to deliver on complex, strategic
goals.
— Identify one specific aspect of your
store's customer journey or daily
operation where you want to elevate the
team's performance to an unparalleled
level of excellence (e.g., the elevated try-
on ritual, the efficiency of back-of-house
replenishment, or the precision of
opening/closing procedures).
— Personally role-model this premium
standard to perfection during a team
huddle or dedicated session, highlighting
the meticulous steps and behaviors that
define excellence. Provide direct,
constructive feedback as team members
practice, ensuring consistent execution
and quality.
— Implement a regular audit and coaching
cycle to continuously refine and maintain
this standard, recognizing improvements
and addressing deviations to drive
significant productivity gains in
customer satisfaction or operational
efficiency.
— Identify an existing cross-functional
process or system within your store that
is inefficient, resource-intensive, or
creates friction between teams (e.g.,
communication flow between sales floor
and back-of-house during peak times,
VM implementation workflow, or product
feedback collection for merchandising).
— Convene a working group comprising key
team members from the affected pillars
(e.g., VM, Stock, CX). Lead this group in
redesigning the process or system,
focusing on streamlining workflows,
eliminating redundancies, and improving
communication.
— Pilot the redesigned process, measure its
impact on efficiency and team
productivity, and present the results to
your Area Lead.
— Select a complex, strategic goal for your
store that requires careful coordination
and optimal use of resources (e.g.,
achieving a specific apparel sales target,
maximizing conversion during a major
product launch, or flawlessly executing a
large community event).
— Analyze your available resources (staffing
strengths, time availability, BOH space,
training levels). Strategically optimize
resource deployment across teams by
assigning specific individuals to lead
components, cross-training staff for
versatility, or adjusting schedules to
leverage peak performance times.
— Clearly communicate the deployment
plan and rationale to your entire team.
Continuously monitor execution, make
real-time adjustments, and debrief post-
activity to identify learnings for future
strategic resource optimization. This
showcases your ability to optimize
resource deployment across teams to
achieve complex goals.
Setting Direction
— Articulates a clear and motivating vision
for their team that aligns with company
goals.
— Creates a simple, actionable strategy for
the team by translating company goals
into clear initiatives.
— Sets clear, measurable goals and makes
decisive trade-offs to protect key
priorities.
— Internalize On's global vision and
strategic goals as communicated by
leadership. Then, develop a clear and
motivating vision narrative specifically
for your store that articulates its unique
purpose and how it directly contributes
to these broader company objectives.
This narrative should be inspiring and
resonate deeply with your team.
— Present this narrative to your entire team
during a dedicated session or series of
huddles, using compelling language and
personal passion. Ensure it aligns with
company goals and invites questions and
feedback, encouraging team members to
connect their daily work to this larger
purpose.
— Regularly reinforce this vision through
examples, recognition, and by linking it to
daily tasks and outcomes, ensuring
consistent understanding and
commitment from your team.
— Select a high-level company goal (e.g.,
achieving a specific market share
increase, launching a new product
category, or improving overall customer
loyalty). Translate this overarching
company goal into a simple, actionable
strategy for your store.
— Break down this strategy into clear,
measurable initiatives that are specific to
your store's context and resources.
Outline the key steps, responsibilities,
and timelines for each initiative.
— Present this strategic blueprint to your
team, clearly explaining how each
initiative contributes directly to the
larger company goal. Empower your
ASLs and LSAs to take ownership of
specific initiatives, ensuring they
understand the "why" and "what" to be
executed.
— Identify a period with competing
demands or limited resources where your
store faces multiple, seemingly equally
important goals (e.g., a major product
launch coinciding with a critical
inventory count and a key community
event). This scenario allows you to set
clear, measurable goals and make
decisive trade-offs.
— Lead a workshop with your leadership
team to analyze these competing
priorities. Facilitate a discussion that
explores the potential trade-offs involved
in pursuing one goal over another,
demonstrating disciplined goal setting
and strategic decision-making in the face
of conflicting demands.
— Present the prioritized goals to your
entire store team, ensuring every team
member understands the "why" behind
the chosen direction and their individual
and collective roles in achieving it.
Establish a clear cadence for regular
check-ins and review points (e.g., weekly
huddles, monthly business reviews) to
monitor progress against these goals.
Encourage proactive feedback from the
team on what's working and what's not,
and be prepared to flexibly adapt
strategies based on new data,
unforeseen challenges, or changing
market dynamics.
— Aligns the entire organization's resources
toward achieving the most critical
business outcomes.
— Anticipates and solves problems before
they become critical issues.
— Consistently manages their time, energy,
and priorities well.
— Identify one or two most critical business
outcomes for your store in the upcoming
month or quarter (e.g., achieving a
specific sales target, improving
conversion rate for a particular category,
or significantly reducing shrink).
— Conduct a team meeting to clearly
articulate these outcomes and their
strategic importance. Then, work with
your ASLs and LSAs to align the entire
store's resources (staffing, VM focus,
training efforts) specifically towards
these outcomes, ensuring clear breaking
down and execution of plans.
— Regularly monitor progress against these
critical outcomes, providing in-the-
moment coaching and making decisive
adjustments to plans and priorities as
needed to ensure successful
achievement.
— During your daily or weekly huddles,
dedicate a segment to anticipating and
solving problems. Encourage your team
to identify potential obstacles or
emerging issues (e.g., upcoming delivery
delays, forecasted low traffic, or
potential customer service challenges)
before they become critical.
— Facilitate a discussion to brainstorm
preventive measures and contingency
plans, empowering your team to
contribute solutions.
— Assign clear ownership for monitoring
and addressing these potential problems,
ensuring that you and your team are
consistently working to solve problems
before they become critical issues.
— Lead by example in demonstrating
exceptional time, energy, and priority
management. Share your personal
strategies for organizing tasks,
delegating effectively, and maintaining
focus, as well as how you align resources
effectively.
— Conduct a brief, interactive session with
your leadership team on effective
prioritization techniques (e.g.,
Eisenhower Matrix, urgent/important
frameworks) and efficient workflow
management, including how to make
trade-offs when priorities conflict.
— Implement a system for consistent
check-ins on key priorities and
workloads, holding yourself and your
ASLs accountable for consistently
managing their time, energy, and
priorities well to optimize team output
and achieve critical business outcomes.
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.
— Identify a significant, recurring
operational or customer service problem
in your store (e.g., consistent stock
discrepancies, frequent customer
complaints about a specific product
feature, or low conversion rates in a
particular product category).
— Gather complex information from
different sources – such as sales reports,
inventory data, customer feedback
surveys, and team observations – to
thoroughly analyze the problem and
identify its root cause.
— Involve relevant stakeholders (e.g., ASL,
stock lead, product lead) in a discussion
to challenge assumptions about the
problem's definition and validate your
root cause analysis before developing
solutions.
— Choose a complex store challenge that
requires innovative solutions and
impacts multiple team functions (e.g.,
optimizing customer flow during peak
hours, integrating new technology, or
improving after-sales support).
— Organize a short workshop with diverse
team members (e.g., from sales floor,
BOH, and a Lead Advisor). Present the
problem and encourage them to connect
information from their different areas of
expertise, fostering various perspectives
and challenging initial assumptions.
— Guide the team in brainstorming and
evaluating multiple alternative solutions,
ensuring the problem is well-defined.
Select the most viable option and create
a pilot plan for implementation.
— Identify a high-impact, low-probability
risk that could significantly disrupt your
store's operations or commercial
performance (e.g., a prolonged system
outage, a major supply chain disruption
impacting a key launch, or an unexpected
external event affecting customer
traffic).
— Gather information from various internal
and external sources to thoroughly
define the potential problem. Involve
ASLs and other relevant team members
to discuss potential impacts and
challenge assumptions about the
likelihood and severity of the risk.
— Collaboratively develop a detailed
contingency plan that outlines proactive
measures to mitigate the risk and
reactive strategies to manage the impact
if it occurs.
— Skillfully initiates and navigates crucial
conversations that address core
performance or behavioral issues.
— Proactively identifies and mentors high-
potential talent.
— Provides tailored coaching and stretch
assignments that accelerate an
individual's development.
— Identify a core performance or behavioral
issue with a team member that requires a
crucial conversation. Instead of avoiding
it, plan the conversation by outlining
specific examples, potential impacts, and
desired outcomes. This is a key skill in
addressing core performance issues.
— Initiate the conversation in a private,
timely manner, focusing on specific
behaviors and their impact, rather than
personal attacks. Be prepared to listen
actively and navigate potential emotional
responses.
— Follow up with a clear action plan and
offer ongoing support, demonstrating
your commitment to their development
and addressing issues directly.
— Identify 2-3 high-potential team
members (e.g., a top-performing Store
Advisor, or a Lead Store Advisor showing
strong leadership qualities).
— Initiate a conversation with each
individual to understand their career
aspirations and growth areas. Offer to be
their formal or informal mentor, providing
tailored guidance and support.
— Provide tailored coaching and stretch
assignments that align with their
development goals and accelerate their
growth, such as leading a mini-project,
shadowing you in a specific task, or
representing the store in a cross-
functional meeting.
— Work with your ASLs to conduct face-to-
face growth dialogues with each team
member, clearly setting expectations and
providing constructive feedback. Help
them identify specific growth areas and
connect them with relevant development
opportunities.
— Based on these dialogues, curate
individualized development plans that
include tailored coaching and stretch
assignments. These assignments should
push them outside their comfort zone
and accelerate their development.
— Regularly check in on their progress,
provide ongoing feedback, and adjust
the plans as needed, ensuring
continuous learning and growth within
your team.
Developing Talent
Building High Performing Teams
— Proactively recruits and develops talent,
building a diverse team to meet future
functional needs.
— Builds psychological safety by skillfully
navigating disagreements, ensuring
everyone feels valued.
— Uses delegation as an intentional tool to
stretch team members and grow their
capabilities.
— Collaborate with your Talent Business
Partner to conduct a "future-ready talent
mapping" exercise. Identify current and
potential talent needs in your store,
considering upcoming functional needs
(e.g., for specific pillars like VM or
community engagement, or future
leadership roles).
— Review your current team's strengths,
weaknesses, and growth aspirations.
Strategically identify opportunities to
build a diverse pipeline of talent by
recruiting individuals with
complementary skills or unique
perspectives that contribute to team
culture.
— Develop a recruitment plan that targets
specific skill sets and promotes a
positive candidate experience, ensuring
you are proactively recruiting for the
future capability of the team.
— Regularly create a dedicated safe space
within your team meetings or huddles for
open discussions, where team members
feel comfortable to respectfully
challenge ideas, voice concerns, or
discuss disagreements without fear of
retribution.
— Facilitate these discussions by modeling
active listening, empathy, and
constructive feedback.
— Guide the team toward mutually
agreeable solutions or a clear
understanding of differing perspectives,
ensuring everyone feels valued and that
healthy conflict can lead to stronger
team cohesion.
— Identify specific tasks, responsibilities, or
even small projects that can be
delegated to your ASLs and LSAs (e.g.,
ownership of a key operational pillar,
leading a product knowledge session, or
managing a community initiative). Use
delegation as an intentional tool to
stretch team members and grow their
capabilities.
— Clearly define the desired outcomes,
provide necessary resources, and align
these delegated tasks with the
individual's growth goals, ensuring they
have the autonomy to make decisions.
— Schedule regular check-ins to offer
support, provide feedback, and clarify
responsibilities without micromanaging,
empowering team members to be
autonomous and accountable for their
deliverables.