adaptability – Case Study

Designers at a kitchen design company resisted the natural sales aspect of their work, causing potential clients to walk away and deals to linger.

Clients often left consultations without making a decision or committing to the company.
Salespeople felt unsupported by designers who didn’t close strong leads.
Missed opportunities became common because no one “owned” the moment when a decision needed to be made.
Projects were delayed because designers couldn’t get clients to fulfill their responsibilities or make timely payments.
Internal tensions grew between sales, design, and leadership over who was responsible for closing.

Clients often left consultations without making a decision or committing to the company.
Salespeople felt unsupported by designers who didn’t close strong leads.
Missed opportunities became common because no one “owned” the moment when a decision needed to be made.
Projects were delayed because designers couldn’t get clients to fulfill their responsibilities or make timely payments.
Internal tensions grew between sales, design, and leadership over who was responsible for closing.

The real issue wasn’t a lack of ability — it was identity. Designers equated “sales” with pressure and manipulation, and feared losing their authenticity.
We found that by reframing sales as simply helping clients make decisions — and giving designers language that felt natural — they could confidently own the process without compromising their creative identity.
There was no consistent structure to guide clients from consultation to commitment, and no one clearly “owned” the responsibility for helping clients decide.
Designers didn’t resist taking ownership or influencing client decisions — they resisted anything that felt like pressure, which the company didn’t want from them anyway.
Without support or authentic language, designers avoided the moment where a decision should happen.

The real issue wasn’t a lack of ability — it was identity. Designers equated “sales” with pressure and manipulation, and feared losing their authenticity.
We found that by reframing sales as simply helping clients make decisions — and giving designers language that felt natural — they could confidently own the process without compromising their creative identity.
There was no consistent structure to guide clients from consultation to commitment, and no one clearly “owned” the responsibility for helping clients decide.
Designers didn’t resist taking ownership or influencing client decisions — they resisted anything that felt like pressure, which the company didn’t want from them anyway.
Without support or authentic language, designers avoided the moment where a decision should happen.

A new mindset that reframed sales as helping clients make confident decisions — not pressuring them.
A language framework with natural, conversational phrases aligned with designers’ communication style.
A consultation structure that included a smooth, soft close — guiding clients toward next steps without forcing a decision.
Clear ownership at the end of consultations to ensure someone was responsible for guiding the client to a decision.
A supportive approach that allowed designers to maintain their creative identity while still leading the decision process.
Specific language to help clients follow through on their decision-making responsibilities, including submitting payments and approvals on time.
A support system that prepared clients in advance to expect a decision — and potentially give a retainer — during the consultation session.

A new mindset that reframed sales as helping clients make confident decisions — not pressuring them.
A language framework with natural, conversational phrases aligned with designers’ communication style.
A consultation structure that included a smooth, soft close — guiding clients toward next steps without forcing a decision.
Clear ownership at the end of consultations to ensure someone was responsible for guiding the client to a decision.
A supportive approach that allowed designers to maintain their creative identity while still leading the decision process.
Specific language to help clients follow through on their decision-making responsibilities, including submitting payments and approvals on time.
A support system that prepared clients in advance to expect a decision — and potentially give a retainer — during the consultation session.

Designers were introduced to the new mindset and language framework through targeted coaching sessions.
Role-playing exercises allowed them to practice natural closing conversations and build confidence without feeling scripted.
The consultation structure was integrated into daily practice, providing a consistent flow while allowing creative flexibility.
Clients began receiving pre-consultation messaging to gently prepare them for making decisions — and potentially providing a retainer — during the meeting.
Designers were supported with reference sheets, optional phrasing, and regular check-ins to reinforce the new approach.
The designers’ manager and the sales team were instructed to step in when needed, offering support in a collaborative way.

IMPLEMENTATION

Designers were introduced to the new mindset and language framework through targeted coaching sessions.
Role-playing exercises allowed them to practice natural closing conversations and build confidence without feeling scripted.
The consultation structure was integrated into daily practice, providing a consistent flow while allowing creative flexibility.
Clients began receiving pre-consultation messaging to gently prepare them for making decisions — and potentially providing a retainer — during the meeting.
Designers were supported with reference sheets, optional phrasing, and regular check-ins to reinforce the new approach.
The designers’ manager and the sales team were instructed to step in when needed, offering support in a collaborative way.

Designers embraced the new structure without feeling like they had to “become salespeople.”
Consultations became more focused, leading to smoother transitions and clearer client commitments.
The company saw a 25% increase in close rate, without adding pressure or disrupting the client experience.
The company experienced a significant improvement in payment schedules and project flow, as clients were guided more confidently through next steps.
Internal tension eased as roles were clarified and collaboration between sales and design improved.
Designers felt more empowered and aligned — staying true to their creative identity while confidently guiding decisions.

Designers embraced the new structure without feeling like they had to “become salespeople.”
Consultations became more focused, leading to smoother transitions and clearer client commitments.
The company saw a 25% increase in close rate, without adding pressure or disrupting the client experience.
The company experienced a significant improvement in payment schedules and project flow, as clients were guided more confidently through next steps.
Internal tension eased as roles were clarified and collaboration between sales and design improved.
Designers felt more empowered and aligned — staying true to their creative identity while confidently guiding decisions.