Industrial Painting Company — Case Study

Helping to create a company-wide mindset shift which empowered leaders to become accountable for the success of business-wide sales targets.


The organization was mired in stale and habitual thinking, bogged down in the weeds of everyday operations and stuck in the past, resulting in long-standing stymied sales results. The leadership team was not accountable for owning the corporate strategy as their personal territory nor did leadership take on the responsibility to innovate.


ThinkHuman created a new framework for thinking about strategic planning to galvanize team accountability and innovation (rather than solely the CEO) for future focused corporate strategy. Meeting discussions were designed to surface and address underlying issues and agendas that needing meaningful shifts, not just more talk. Discussions focused on unproductive background conversations and blind spots that were getting in the way of fresh thinking. Our team helped instill a process for communicating about blind spots and weaknesses in a way that elevated each individual and the team as a whole. ThinkHuman facilitated the leadership team’s design of each meeting to maximize long-term impact to the business as well as contribution and follow through of each person on the leadership team. We supported the implementation and success of the structures for delivery, timelines and follow-ups to fulfill on the corporate strategy.


ThinkHuman helped the team uncover root causes of the long-standing sales challenges and year-over-year missed sales targets. By identifying and taking ownership of these roadblocks, we were able to help put structures in place to eradicate historic sales issue. We collectively created a new, realistic and galvanizing framework for thinking about the sales process, which resulted in 30% sales growth and hitting sales targets in the offseason for the first time in six years. A company-wide mindset shift empowered each leader to become accountable and unstoppable for the success of business-wide targets. Leaders now felt empowered to independently contribute and advocate their point of view for shaping the future of the company.