Unstoppable Retail: What's Working Group

March has been an especially intense and fast-paced month for our team, where increasing customer demand, operational pressure, and tight timelines all came together at once. It often felt like everything was urgent, and in those moments, the natural reaction was to jump straight into action. However, this is exactly when we realised how important it was to pause and apply structured thinking strategies. We began to consciously slow down our thinking, even in high-pressure situations by testing out the weekly strategies. Instead of reacting impulsively, we used these tools to regain clarity and direction. March became more than just a challenging period—it became a real-life testing ground where we practised how to stay focused, manage stress, and make better decisions as a team.

Applying the Strategies

·       Stay curious a little longer: During a case involving a repeated product complaint, our initial instinct was to process a quick replacement. However, by asking one more clarifying question, we discovered the issue was actually due to incorrect dependant usage rather than the rebate benefit. This helped us address the root cause, reduce repeat cases, and improve efficiency.

• Let them finish: In a situation where a customer approached us feeling frustrated about a service delay, instead of interrupting or jumping to a solution, we allowed them to fully express their concerns. By doing so, the customer felt heard and calmed down naturally, which made the conversation more constructive and led to a smoother resolution.

• Find what matters: When multiple customers required assistance at the same time, the team focused on identifying what mattered most in the moment. For example, we organised to have concierge all the time to be able to manage different type of enquiries-we checked the enquiry type and delegate the quick enquiry to consultant who is able to help with quick action and allocate the rest of the interactions to the suitable teams-like language speaker or primary case owner.

• Read before you run: In a case where a process issue seemed straightforward, instead of immediately following standard procedures, we paused and asked, “What is this situation really asking for first?” This helped us realise that the customer needed reassurance and clarity before any transactional action like cover review, improving both the experience and the outcome.

Reflection & Current Stage (Brain Mountain)

As a team, we are currently in the middle stage of the “Brain Mountain”—between the turning point and transitioning out. While we now understand the theory behind these strategies, the key challenge is consistently applying them in real situations. This requires time, repetition, and conscious effort. The positive side is that we now share a clearer goal, a stronger mindset, and more positive energy as a team.

Using the “surfer vs swimmer” concept, we are learning to become more like surfers—reading the situation, adapting, and using momentum—rather than swimmers who fight against pressure. This shift allows us to stay calm in adversity, focus on solutions, and move forward with confidence. As we continue practising, we are building the capability to not only manage challenges but also grow stronger through them.