MASTER Risk Model - Learning Resources - Situation

Operations

Identify one daily store task that could be automated this week to save time.

Scan your daily routine—remove one unnecessary step that slows checkout or stock flow.

Review your stock checklist—simplify or update one outdated process.

Ask a teammate which operational step slows them down most and log the feedback.

Time a daily report—could you cut it with a template or faster tool?

Clear your backlog—archive any task older than 30 days with no added value.

When did store operations feel effortless—what created that smooth experience?

What’s one area you constantly redo—what system or tool is missing in your workflow?

Recall a missed deadline—what operational weakness contributed most?

Which processes have become bloated—are you adding steps or adding value?

How consistent is your approach to daily tasks—do others know what to expect?

When do you feel most “in flow” operationally—and when does friction peak?

Map your weekly retail activities—group by sales, service, or stock and find the drain.

Choose one repeat stock task and document it—have a colleague test the handoff.

Block one hour to build or refine a retail template you keep working around.

Ask staff to nominate the most chaotic process—lead a redesign sprint.

Pilot a weekly check-in focused only on operations—what’s smooth, what’s breaking?

Conduct a task audit—flag low-impact actions to batch or cut.

Ask: “What’s one store task I handle that could be done faster or smarter another way?”

Have a colleague walk through one retail process—where do they hesitate or get lost?

Share your returns workflow with a colleague—ask where they’d streamline it.

Run a poll with staff: which store process wastes the most time right now?

Invite a junior staff member to shadow your admin work—what fresh ideas do they bring?

Ask cross-team staff where your processes create bottlenecks without noticing.

Reframe “I just handle tasks” to “I’m building systems that make retail flow consistently.”

Instead of “that’s our routine,” ask “what’s the purpose of this retail step?”

Reframe operations not as “back office” but as the unseen engine of customer experience.

Shift from “it works for me” to “does it work for the whole team and customers?”

View operational chaos not as failure but as signal for redesign or simplification.

Replace “just patch it later” with “how do we prevent repeat breakdowns?”

Track how often you answer the same staff question—what should be documented better?

Watch how long it takes staff to find shared resources—does setup support access?

Observe where tasks stall most often—handoffs, approvals, or unclear steps?

Monitor if systems are used as designed or worked around by staff.

Track repeated last-minute scrambles—are they due to planning or poor tools?

Pay attention to recurring errors—are processes or templates to blame?

Decision-making

Identify one stock decision you’ve been delaying—note the cost of waiting and make the call.

Sort current pending issues using “Yes / No / Not now” to reduce backlog.

Revisit a recent small decision—was it made actively or by default? Note changes.

Write three criteria that define a “good decision” for your retail context.

Ask a trusted peer to sanity-check one decision you’re overthinking.

Block 15 minutes to revisit a past mistake—what choice could have shifted results?

Think of a time you made a quick stock call that worked—what instinct did you trust?

When have you overanalyzed a retail choice that mattered less than you thought?

Which choices are easiest for you—and which ones create the most hesitation?

Are you more comfortable with reversible or irreversible calls—and why?

How often do you decide based on others’ expectations vs. your own logic?

When did you last reverse a decision due to new info—and how did that feel?

Keep a decision log for a week—record stock calls, reasoning, and outcomes.

Before your next major call, write at least three options—not just yes or no.

Run a pre-mortem with staff—what could fail in your next big retail push?

Ask two peers for opposite views on a retail decision—compare the insights.

Lead a group through a decision matrix—compare criteria, weights, and risks.

Force one decision today that’s been stalled—commit and move forward.

Ask a peer retailer: “What’s one decision you think I handled well this month, and why?”

Review a past pricing choice with your team—what worked, and what would you change?

Present a tough stock decision to a peer retailer—what do they see that you don’t?

Ask your team for feedback: “Did I explain the tradeoffs clearly in this decision?”

Ask your team: “Where do we get stuck in decisions—and what’s really behind it?”

Share a recent choice in a staff retro—what helped or hindered team alignment?

Reframe “I’ll wait to decide” to “What would make me 60% confident to act today?”

Change “I might be wrong” to “let’s test this with a pilot or promo.”

Recast mistakes not as failures but as experiments that provide data.

Shift from “what’s safest” to “what’s most aligned with our retail goals?”

Instead of “I need certainty,” ask “what’s the minimum clarity to move forward?”

Reframe decisions not as final, but as bets—what are you willing to test?

Notice when you avoid making stock calls—what patterns or fears surface?

Track how long it takes to close loops—are retail decisions finalized or left hanging?

Watch how peers make retail choices—what filters or methods do they use?

Listen to your self-talk before deciding—are you seeking safety or clarity?

Observe when emotions drive retail calls more than data—where does this appear?

Monitor how priorities shift mid-project—were changes reactive or strategic?

Structure

Sketch your current team setup—are sales, service, and stock roles clearly assigned?

Identify one role with unclear authority—clarify ownership before day’s end.

Review how team goals are set—do they reflect how accountability really works?

Update one role description to match what the job truly involves now.

Ask a staff member directly if they know who they report to and escalate with.

Write your store’s core purpose in one line—does it match your daily focus?

When has your team structure helped service flow smoothly—what made it effective?

When did unclear roles in your team cause friction or confusion on the floor?

How does your current team setup help or hinder cross-role collaboration?

Think of when you felt underused—was it due to unclear responsibility?

What duties are “assumed” but undefined—how does that affect clarity and focus?

Recall when your business restructured—how did it change ownership and flow?

Clarify who owns each of your five biggest priorities—note names and roles.

Map the escalation path for a late delivery—who steps in and when?

Hold a mini-workshop: “What’s working or broken in our role setup?”

Draft a RACI chart for one project—who is Responsible, Accountable, Consulted, Informed?

Spot one task drifting between roles—assign a clear owner with support.

Review your schedule—does it match your defined role or hidden tasks?

Ask your staff: “What part of my role do you rely on most—and is it clear to you?”

Interview a staff member: “Which duties feel unclear or overlapping in your role?”

Present your team setup to a peer and ask: “Where could confusion or friction arise?”

Ask a new hire to explain our reporting lines—do they get it right?

Gather staff input on how accountability flows—where does it need tightening?

Share your role scope with an advisor—ask if it matches their expectations.

Reframe “roles are fixed” to “roles adapt with seasons—what should shift right now?”

Shift from “we need more staff” to “can we redistribute tasks first?”

View unclear roles not as dysfunction but as prompts to co-design clarity.

Recast hierarchy as support, not control—how does that shift your leadership?

Instead of “I lack authority,” ask “what part can I fully own today?”

Reframe org charts as influence maps, not just reporting lines.

Watch where tasks fall through the cracks—what isn’t clearly assigned?

Observe team huddles—who dominates, who defers, and what does that reveal?

Track how often decisions bounce between roles—would clarity reduce this?

Notice recurring confusion—are responsibilities unclear or overlapping?

Pay attention to onboarding for new hires—does it reflect how work is really done?

Monitor when staff work outside role—does it show agility or structural gaps?

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