Introduce the Switch Framework (Rider–Elephant–Path) and how it applies to Wilcon Depot’s day-to-day change needs (service consistency, queue discipline, safety, inventory accuracy). Learners set a personal change goal to use throughout the micro-course.

Teach how to define a clear, concrete destination so teams know exactly what “better” looks like at Wilcon (e.g., faster queue flow, fewer tagging errors, more consistent service behaviors). Includes translating store goals into simple “destination statements.”

Show how to identify where the desired behavior is already happening in branches or teams, then replicate it (e.g., a team consistently following the new queue process). Learners practice spotting and copying what works instead of debating what’s broken.

Convert vague expectations (e.g., “improve customer service”) into specific, observable actions (e.g., greet within 10 seconds, confirm item details, use a return checklist). Focus on reducing ambiguity and decision fatigue during peak hours.

Build emotional motivation by linking change to pride, customer impact, and team success. Learners practice reframing data into human stories aligned with Wilcon values (Customer Focus, Excellence, Integrity).

Break intimidating initiatives into bite-sized actions that feel doable in a busy retail environment. Learners design small wins (daily/weekly) that build momentum and reduce resistance during rollouts.

Help employees and leaders build an identity-based commitment (e.g., “We are the team that gets it right the first time”) and strengthen confidence through coaching, practice, and recognition—supporting accountability and teamwork.

Treat performance as a design problem by adjusting layouts, tools, defaults, and workflow (e.g., relocating label printers, improving signage, simplifying handoffs). Learners identify friction points and propose practical fixes.

Create action triggers (checklists, if-then plans, visual cues) that make behaviors automatic, and use social influence to spread adoption (peer modeling, visible participation, team norms). Includes a mini plan for habit-building in a store team.

Reinforce the Rider–Elephant–Path model and consolidate tools into a practical on-the-job action plan for one Wilcon change initiative. Learners commit to next steps and define indicators tied to employee adoption and customer outcomes.