Welcome, Design Consultant
Design the Conversation. Control the Outcome.
Same company. Same product. Same market. Yet one Design Consultant closes deal after deal and holds margin — while another discounts everything and still loses. This training shows you the system that separates the top 5–10% from everyone else. It's called SCILS.
35,000
Sales interviews observed across 23 countries over 12 years
55%
Of home-improvement buyers choose based on trust and reputation
6%
Say price is the deciding factor (yet most salespeople compete on price)
5 stages
The full SCILS method — simple, repeatable, adaptable
"The answer wasn't talent. It wasn't personality. It was process."
How this training works
This is a hybrid path — we recommend moving through the sections in order the first time, but you can jump to any module using the navigation above. Your progress is saved automatically on this device.
What you'll do
Walk through each stage of SCILS, drill the phrases until they feel natural, role-play a full consultation, and build your own tailored question set for Trueline jobs.
What you'll walk away with
A repeatable conversation framework that flips the sale from pitching product to diagnosing what the customer actually wants — so the design and the investment feel inevitable, not pushed.
Reality checkTop performers ask more and better questions to find what the customer really wants before they talk design or price. They act like doctors: diagnose first, prescribe second. Every. Single. Time.
The Framework
The SCILS Model
Five stages. Each one loads the next. When buyers answer well-designed questions, they produce an emotional response — and they sell themselves.
SSituation
Establish control and fill in backgroundThe customer relaxes and gets into a habit of answering questions. Low-tension, easy entry.
Tension
CConcerns
Surface issues, threats and opportunitiesThe customer explains what they want addressed — spoken and unspoken needs come onto the table.
Tension
IImpact
Explore the real effectBy explaining why it matters, the customer builds their own commitment. You hear the size, cost and seriousness.
Tension
LLike to See
Guide them to their ideal solutionThe customer releases tension by turning from problems to describing the outcome. They give you the design brief.
Tension
SSolutions
Recommend, confirm, advanceLink your design to what they told you mattered most. Few objections — they've already described their own outcome.
Tension
The tension curve
Most average salespeople avoid the middle of the curve because it creates tension. Top performers lean into it — because that tension is what produces the motivation to act.
HighLow
Situation
Concerns
Impact
Like to See
Solutions
Quick check — which stage is this?
Click the letter that matches each example. Build your pattern recognition before we dive into each stage.
1. "Why is it important to you that the kids can actually use this space year-round?"
2. "Could you tell me where you're up to on the path to getting a new patio roof?"
3. "If you could get this exactly right, what would it look like?"
4. "What tends to frustrate you about the existing patio?"
S
Stage 1 of 5 · Low tension / low effort
Situation
Establish rapport. Gather background context. Get the customer into the habit of answering questions.
Opening & Agenda Setting
Set expectations up front. A clear agenda earns permission to ask questions — and removes the pressure of the unknown for the customer.
Tap a card to see when and why to use it.
Frame the call
"May I outline how this works so you know what to expect?"
Use it when
In the first 60 seconds after you sit down. Builds trust by removing surprises — they relax knowing the path ahead.
Full agenda
"First I'll ask a few questions to really understand what you want and why it's important… then we can build a specific plan… and look at some design and investment options."
Why it works
The word "investment options" (not "price") keeps the conversation on value. Ends with "does that sound like a good way to go?" to get explicit permission.
Why us, why now
"To get started, may I ask — why us, and why now?"
What it does
Surfaces motivation and competitive context in one question. Their answer tells you if this is urgent, comparative, or exploratory.
Where they're up to
"So I'm not going over what you already know — could you tell me where you're up to on the path to getting a new…?"
Why it works
Respects their time and their research. Lets them position themselves (researching, comparing, ready to buy). You meet them where they are.
Situation Discovery
Current state
"Can you tell me a little about your current situation?"
Opens the door
Broad and easy. Lets them start wherever feels comfortable — listen for what they emphasise.
Trigger
"What prompted you to look at this now?"
Finds the catalyst
Every customer has a reason they picked up the phone this week. Whatever it is, it will shape their decision criteria.
Current workaround
"How are you currently handling this?"
Reveals pain
Whatever they're doing now is usually flawed — this question lets you surface that without being leading.
Prior attempts
"What have you tried so far?"
Avoid repeats
If they've had a bad quote or a botched job, you need to know — it's shaping every conversation you're about to have.
Trueline noteSituation should be short. At the front door you've already observed a lot about the home, the yard and the existing structure. Use Situation to confirm what you see and to earn permission — not to re-read a checklist.
Knowledge check
1. You've just sat down with a customer. What's the first thing SCILS asks you to do?
2. Why keep Situation questions short?
3. Pick the strongest Situation question for a first meeting.
C
Stage 2 of 5 · Medium tension / effort
Concerns
Get spoken and unspoken needs on the table. Surface the issues, threats and opportunities the customer wants addressed.
"If no concerns are present, the prospect won't be motivated towards any action or purchase."
Uncovering Concerns
Open invitation
"I'm sure you've given this a lot of thought. Could you tell me what's working well and what you'd like to have happen differently or better?"
Why it works
Acknowledges their thinking, then invites both positives and negatives — far richer than "what's the problem?"
Improve or change
"What are the most important things you're looking to improve or change?"
Ranking starts here
The word "most important" asks them to prioritise — which gives you the hierarchy you'll design to.
Frustration
"What tends to frustrate you about the existing structure?"
Emotional anchor
"Frustrate" invites feeling, not facts. Listen for tone — the strongest frustrations drive the biggest decisions.
Not ideal
"What's not ideal about the way things are right now?"
Softer probe
For customers who don't want to complain directly. Gives permission to voice minor annoyances that add up.
Break down
"Where do things break down or become difficult?"
Specific moments
Moves from general to specific. You'll get a story — and stories are what they'll remember when they describe their solution.
One more
"Anything else that's important to you here?"
Critical follow-up
The question that separates average from top performers. Keep asking until they say no — that's where hidden priorities live.
Summarising & Ranking
Before moving to Impact, play back what you heard and ask them to rank. The ranking becomes the spine of your recommendation.
Confirm
"So the things that matter most to you are… [summarise]. Is that right?"
Earns a yes
A yes here is a small commitment that compounds later. If they correct you, even better — you've refined the brief.
Top concern
"Of everything you've mentioned, which one concerns you most?"
Gets the #1
Now you know the single most important outcome. Every later recommendation should lead with this.
Biggest impact
"If we could only fix the top issues today, which would have the biggest impact for you?"
Forces prioritisation
Helpful when they've listed many. The answer tells you what's "must-have" vs "nice-to-have".
Knowledge check
1. You've surfaced one concern. What's the single highest-leverage follow-up?
2. The customer says "the shade from the existing pergola is patchy, and the kids don't come out anymore." In SCILS terms, what is this?
3. Why summarise and rank before moving to Impact?
I
Stage 3 of 5 · High tension / effort — where sales are won
Impact
Drive home the real effect of each concern. Most customers haven't fully thought through the consequences — Impact questions help them verbalise what was previously unclear, turning "I'd like to have it" into "I must have it."
This is where average and top performers splitAverage salespeople avoid Impact because it creates tension. Top performers lean into it — because that tension is what produces the motivation to act. If Impact feels uncomfortable, you're doing it right.
Expanding the Concern
Effect
"So how do you see changing this affecting how you and your family use this outdoor space?"
Opens the ripple
Ties the concern to lived experience. Watch them mentally step into the "after" — that's emotional commitment forming.
Importance
"How important is that?"
Simplest & strongest
Four words. Forces them to weigh the issue. Don't fill the silence after — let them think.
Deeper why
"Why is that really important?"
Gets to the core
The word "really" signals you want the real reason, not the first one. Often unlocks the emotional driver.
Frequency
"How often does that happen?"
Makes it concrete
"Every summer" is a story. "Every weekend" is urgent. Frequency turns a concern from abstract to real.
Status quo cost
"What happens if nothing changes?"
The future-pain question
The do-nothing alternative is always an option. Make them imagine another year of it — then they'll choose to act.
Knock-on
"How is that affecting things overall?"
Widens the lens
Invites them to connect the concern to the rest of their life — entertainment, family time, resale value, peace of mind.
Cost, Consequence & Possibility
Cost
"What does that cost you — time, effort, dollars — when it happens?"
Quantify pain
Costs compound. The customer often hasn't added it up. When they do, your investment looks small by comparison.
Time & effort
"How much time or effort does that add?"
Hidden tax
Packing up furniture every storm, cleaning constantly, changing plans last minute — these add up fast.
Knock-on effect
"What's the knock-on effect of that?"
Second-order
Pushes them beyond the obvious. "We stop having people over" is a much bigger consequence than "it's hot."
Confirming
"Are you saying that, if this was handled properly, it would allow you to… [their words]?"
Bridge to L
The final Impact question and the natural lead-in to Like to See. Play back their words — not yours.
Knowledge check
1. The customer says "it gets really hot out there in summer." What's the best Impact question?
2. The customer gives a surface-level answer. What's the next move?
3. What's the signal that Impact has done its job?
L
Stage 4 of 5 · Relief questions
Like to See
Shift the customer from problem to solution. These are relief questions — they let the customer release tension by imagining the outcome. And as they describe it, they sell themselves.
"The greater the match between what the customer describes and what you offer, the easier the rest of the conversation becomes."
Solution-Focused Questions
Hand them the pen
"If you were the designer, what would the ideal outcome look like for you?"
Strongest opener
Reframes them from buyer to designer. Their answer becomes the brief you design against.
Problem removed
"If that problem disappeared, what would that allow you to do?"
Paints the after
Moves their attention from the pain to the life the solution enables. Listen for verbs — what will they do?
Feeling
"What would it feel like if it were done properly?"
Emotional capture
"Feeling" is the richest word in the phrasebook. Their answer gives you the emotional reinforcement lines for your recommendation.
For you
"What would that do for you?"
Short & powerful
Forces benefit-thinking in their own terms. A one-line answer is fine — keep it moving.
Ideal setup
"What would be the ideal way to set this up?"
Gets specifics
Triggers practical ideas — layout, orientation, light, access. These go straight into your design decisions.
Exactly right
"If you could get this exactly right, what would that look like?"
Gives permission to dream
"Exactly right" removes compromise — you learn what they'd choose if nothing held them back. That's the top-tier design.
When it's done
"How will you feel when this is upgraded and available?"
Future-self
Projects them past the decision into the outcome. Once they describe the feeling, they've decided in principle.
Trueline — Diagnosis to DesignUntil now you've been walking the site: holding the tape, asking about sizes and usage. When you've got what you need, transition cleanly:
"I've got everything I need. Do you have a place we can sit so I can finish the design?"
"I've got everything I need. Do you have a place we can sit so I can finish the design?"
Knowledge check
1. What's the primary purpose of Like to See questions?
2. Why is it so powerful when the customer describes the solution themselves?
3. The customer has just listed three concerns with real impact. What do you do next?
S
Stage 5 of 5 · Confirm & advance
Solutions
You're not pitching a product. You're confirming that what you offer matches exactly what the customer described. When the SCILS process is followed well, this stage is natural and low resistance.
Framing the Recommendation — the BBQ Speech
A short, confident summary of how the design directly links to the outcomes they said were most important. Use their phrases.
BBQ speech
"Based on what you've told me, I'd recommend… / I've incorporated into the design… [list them]."
The pattern
Short. Each item maps to a concern they raised. End with a confidence pause — don't rush past it.
Link priorities
"The main things that matter to you are… so here's what I'd suggest."
Structure
Reorder the design reveal to mirror their ranking. Lead with their #1 concern, not your favourite feature.
Confirm
"Let me check I've understood — you said… [summarise concerns + ideal outcome]. Is that right?"
Earns the yes
Gives them one more chance to correct or add. Every yes on the path makes the final yes smaller.
Because you said
"The reason I recommend this is because it directly addresses what you mentioned earlier about…"
Always quote them
Reflect their exact words when you can. You're not selling — you're confirming their own logic.
Price & Value
Reframe
"In relation to what you pay, it's about getting real value for money."
Moves the frame
From cheapest to right. Most customers actually want this permission — they just needed to hear it said.
Outcome test
"If we get the result right, does the investment make sense?"
Conditional close
Links price to their outcome, not to their budget. If the answer is yes, you've already closed in principle.
Price vs outcome
"What matters most — the lowest price or the right outcome?"
Clarifying
Polarising on purpose. Only use after Impact and Like to See — otherwise you sound defensive.
Objection Exploration — Never Defend
Objections at Solutions are data. They tell you something in the SCILS process wasn't complete. Explore them with the same calm you used in Concerns.
Explore
"That's a fair question — can you tell me more about that?"
Opens, doesn't argue
"Fair question" defuses, "tell me more" invites specifics. You cannot help them until you know what the real objection is.
Specifics
"What part of that concerns you most?"
Narrows focus
Customers often voice a broad objection ("it's a lot"). This isolates what they actually mean.
Context
"Compared to what you've been quoted, or what you were expecting?"
Levels the comparison
If the comparison is apples to oranges, this is how you surface it without being combative.
Path to yes
"Help me understand — what would need to be different for this to feel right?"
Gives control back
A powerful late-stage question. Their answer is the exact adjustment you need to close.
Closing & Advancing
Soft check
"How does that sound?"
Low-stakes ask
Invites feedback without pressure. Often gets you a yes, sometimes gets you the last issue to handle.
Solve test
"Does this solve what we discussed?"
Validates
Brings the conversation full circle to the concerns and outcomes they described. If yes — advance.
Direct ask
"Would you like to move ahead?"
Plain & clean
Top performers ask clearly. Avoiding the question signals doubt — and customers feel it.
If-then
"If we can deliver that, would you want to proceed?"
Conditional commitment
Useful when one detail is still being clarified. A yes here means they're in — now just solve the detail.
Next logical step
"The next logical step is… [deposit / check measure / clarifying a technical point / booking to come back with the updated design]."
Advance, don't stall
Every conversation should advance. If not the full sale — at least the next defined action.
I will / will you
"I will speak to the project manager about the setback — will you find a diary so we can book a time to go over it?"
Small mutual commitment
A tiny reciprocal ask locks in the next step. Each side has a job, and the deal keeps moving.
Lock it
"Anything else before we lock this in?"
Final sweep
One last chance to surface anything hidden. Silence = confidence. Use it.
Reinforcement
After the yes, reinforce the decision. This isn't upselling — it's ensuring they walk away feeling great about what they just committed to.
Built for you
"This is built around exactly what you described."
Anchor the fit
Reminds them the design is theirs — not off a menu.
Outcome assured
"You'll get the outcome you told me mattered most."
Ties back to #1
Re-links the purchase to their top priority from Concerns.
Future promise
"This will change how you experience this space."
Sets the scene
Projects them forward into the "after" — the life the product unlocks.
Knowledge check
1. Customer says "That's a lot of money." What's the SCILS response?
2. What's the right frame when building the price?
3. Which closing phrase best matches SCILS?
Role-play · Full conversation
Scenario: Shannon's Patio Upgrade
You've just arrived at Shannon's place for a consultation about replacing her existing pergola with an insulated attached roof. Move through the conversation using the SCILS method. You'll get feedback on every choice.
SG
Shannon Grills
STAGE 1 / 6
Practice
Drills
Quick-fire practice across every stage. Read the cue and think of your line before flipping. Keep going until you can flip and nod every time.
Pattern-match: which stage does this question belong to?
Build instant pattern recognition. The app picks 8 random questions from the full manual.
Score: 0 / 0
Fill-in-the-blanks
Type the missing phrase (or a close paraphrase). The app checks keywords, not exact wording.
Phrase Book
Searchable Reference
Every question from the full SCILS manual. Search for a word or filter by stage — useful between calls.
Your SCILS sheet
Your Project — Build your own question set
Tailor SCILS to your product, your customers and your style. Start small: one or two questions per stage. Add as you grow. Everything auto-saves on this device.
S
C
I
L
S
Export your sheet
Print or save as PDF to keep a paper copy in your kit. Everything you typed is saved to this browser — reopen this file any time and it'll be here.
✓ copied
Tip — start smallAdd one or two questions from each stage into your next conversation. Build the full sequence as you become comfortable with each level. It will feel clunky for the first three calls. By the fifth, it will feel like the only way to run a consultation.