DECISIONS
Two employees do not show up for tonight's inventory. The store is already waiting and you are short-staffed.
You decide to apply district rules despite the staffing difficulties.
You decide to keep the employees on future inventories because you need people.
Yes
No
No
Yes
Yes
No
At first glance, this decision only affects tonight's inventory. In reality, it may influence the behavior of your entire district.
DECISIONS
A trusted Expert receives several poor accuracy checks during an inventory. What do you do?
Investigate the wider situation
Focus only on the employee
Ignore the issue
No
Yes
No
Yes
No
Yes
DECISIONS
A client gives a surprisingly low PIQA score after an inventory. What do you do?
Review the inventory first
Call the client directly
Send a quick email
No
Yes
No
Yes
No
Yes
Nothing unusual appears in the reports.
The client remains vague and provides very little information.
The client never replies.
You identify several unusual events during the inventory.
The client openly explains their concerns.
The client replies with detailed feedback.
The issue may be linked to client perception rather than operational performance, giving you a different angle to investigate.
Even without clear answers, the client sees that the district takes feedback seriously and is willing to listen.
You discover that the low score was not actually related to counting quality, but to communication during the inventory.
Scenario 1 — The No-Show
You made an effort to investigate, but you still lack important information about what happened.
You arrange a short conversation to better understand their experience.
The district becomes temporarily harder to staff.
Scenario 3 — The Complaint
You send a short message asking if there was anything specific that caused the low score.
Before contacting the client, you analyze checks, productivity, staffing, and operational reports.
When you contact the client, you can discuss the situation with facts rather than assumptions.
The employees continue working occasionally. Other team members notice that repeated no-shows have no real consequences.
You identify several improvement opportunities and strengthen the relationship by showing genuine interest in their opinion.
Scenario 2 — The Accuracy Problem
"Everyone has bad days. They're one of my best counters."
You coach the employee and review their recent inventories.
You review the inventory, the controls, the supervisor's actions, and recent district trends.
A difficult decision today may create a very different district six months from now.
Employees pay attention to what managers say. They pay even more attention to what managers tolerate.
The situation improves, but rebuilding standards now requires much more effort than if action had been taken earlier.
You decide to finally address the issue.
Reliability slowly becomes optional. No-shows increase and staffing becomes harder to control.
You continue making exceptions.
Staffing is difficult for a few weeks, but reliability standards remain clear.
You use temporary support and continue recruiting.
Operations become more difficult temporarily, but the team understands that attendance standards are not negotiable.
You reduce inventory coverage to avoid using external support.
Similar issues appear again several weeks later. Other employees begin noticing that some people are held to different standards.
You continue treating it as an isolated incident.
The problem is eventually identified, but correcting the behavior is now much harder.
You decide to investigate after a second occurrence.
The coaching works and the employee improves.
You find a clear individual issue.
The issue may not be individual. A wider operational review may be needed.
You don't find any obvious problem.
A larger operational issue is identified before it becomes normalized.
You discover similar patterns affecting other employees.
The issue appears isolated, but you now have confidence that no broader risk is developing.
You find no wider concerns.
DECISIONS
Allison THIERRY
Created on May 28, 2026
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Transcript
DECISIONS
Two employees do not show up for tonight's inventory. The store is already waiting and you are short-staffed.
You decide to apply district rules despite the staffing difficulties.
You decide to keep the employees on future inventories because you need people.
Yes
No
No
Yes
Yes
No
At first glance, this decision only affects tonight's inventory. In reality, it may influence the behavior of your entire district.
DECISIONS
A trusted Expert receives several poor accuracy checks during an inventory. What do you do?
Investigate the wider situation
Focus only on the employee
Ignore the issue
No
Yes
No
Yes
No
Yes
DECISIONS
A client gives a surprisingly low PIQA score after an inventory. What do you do?
Review the inventory first
Call the client directly
Send a quick email
No
Yes
No
Yes
No
Yes
Nothing unusual appears in the reports.
The client remains vague and provides very little information.
The client never replies.
You identify several unusual events during the inventory.
The client openly explains their concerns.
The client replies with detailed feedback.
The issue may be linked to client perception rather than operational performance, giving you a different angle to investigate.
Even without clear answers, the client sees that the district takes feedback seriously and is willing to listen.
You discover that the low score was not actually related to counting quality, but to communication during the inventory.
Scenario 1 — The No-Show
You made an effort to investigate, but you still lack important information about what happened.
You arrange a short conversation to better understand their experience.
The district becomes temporarily harder to staff.
Scenario 3 — The Complaint
You send a short message asking if there was anything specific that caused the low score.
Before contacting the client, you analyze checks, productivity, staffing, and operational reports.
When you contact the client, you can discuss the situation with facts rather than assumptions.
The employees continue working occasionally. Other team members notice that repeated no-shows have no real consequences.
You identify several improvement opportunities and strengthen the relationship by showing genuine interest in their opinion.
Scenario 2 — The Accuracy Problem
"Everyone has bad days. They're one of my best counters."
You coach the employee and review their recent inventories.
You review the inventory, the controls, the supervisor's actions, and recent district trends.
A difficult decision today may create a very different district six months from now.
Employees pay attention to what managers say. They pay even more attention to what managers tolerate.
The situation improves, but rebuilding standards now requires much more effort than if action had been taken earlier.
You decide to finally address the issue.
Reliability slowly becomes optional. No-shows increase and staffing becomes harder to control.
You continue making exceptions.
Staffing is difficult for a few weeks, but reliability standards remain clear.
You use temporary support and continue recruiting.
Operations become more difficult temporarily, but the team understands that attendance standards are not negotiable.
You reduce inventory coverage to avoid using external support.
Similar issues appear again several weeks later. Other employees begin noticing that some people are held to different standards.
You continue treating it as an isolated incident.
The problem is eventually identified, but correcting the behavior is now much harder.
You decide to investigate after a second occurrence.
The coaching works and the employee improves.
You find a clear individual issue.
The issue may not be individual. A wider operational review may be needed.
You don't find any obvious problem.
A larger operational issue is identified before it becomes normalized.
You discover similar patterns affecting other employees.
The issue appears isolated, but you now have confidence that no broader risk is developing.
You find no wider concerns.