I've found two KPIs to be difficult to commit to: 1. Customer Health. If you have a robust algorithm to measure customer health (influenced by a number of inputs ), it can be hard commit to a certain outcome. To frame this another way, I've often observed customer health scores as being a bit of a black box where it's hard to tie the actions you take to specific outcomes when there could be a number of variables outside of your control that influence the ultimate score. I much prefer to commit to lead measures that are directly within the control of the team. KPIs related to customer engagement are a good example of things that are more directly within the team's control. 2. Upgrade rate. Many CSM teams are measured on Net Revenue Retention. As part of this, your CSMs may be responsible for identifying growth opportunities within the install base of customers. I find it's effective to measure the team on how many growth opportunities the team identifies but not the close rate or upgrade rate, especially if the Sales or Account Management team owns the closing motion. 

Unlike a lot of Customer Success departments, we’ve chosen to align our team to customer KPIs rather than commercial/upsell targets. As such, we have less overlap in goals between CS and Sales. Of course, we’re both targeting Gross Renewal Rate and ensuring we maintain the customer base, but we don’t extend that to upsell targets in the same way as commission-based CS teams. Currently, we’re focused on exploring how we can share “time spent” efficiency and reach KPIs to help keep us accountable for spending as much face time with our customers, tech, and agency partners as we can over the course of many key city hubs whilst being mindful of the cost of trips.

Here are a few mistakes I see most often: 1. Not doing their research on the company/role they are interviewing for. It is surprising how many interviews I have participated in where the candidate had clearly not reviewed our company's product offering or job description. One of the keys to interviewing is to showcase why you are the best fit for the role. The best way to do this is to fully understand what the company does and what they are looking for, and to articulate how you meet those needs. 2. Not asking enough and/or not asking the right questions. I tell candidates all the time it is just as important that we interview them, as it is they interview me (the hiring manager) and our company. Accepting a role at a huge company is a huge commitment, and as a candidate, you want to make sure you know exactly what the role is, the expectations and what you are walking into. 3. Talking for too long and over-explaining. While I want to make sure a candidate has sufficient time to answer questions, it becomes concerning if they tend to ramble on for a long period and have trouble directly answering the question. When I am interviewing a candidate I am always picturing myself as one of our customers and what the zoom experience would be like for our customer, if we hired this candidate. Our customers are looking for CSMs who can provide clear and concise answers to their questions and candidates must showcase that skill during the interview process.

The two areas I would recommend are 1) Sharpening your Sales skills and 2) Adopting some Product Manager mindsets. When working with customers and the further upmarket you go, the more enriched these conversations need to be and the immediate areas for many customers are to understand their contracts, how they can scale with your product, value alignment, and ROI. Supplementing this, customers want to know how your product will be evolving and how their feedback can influence the roadmap. Being able to cut right to the value of a product, requirements, outcomes, and how those align with the customer's values will set your customer and Product teams up for mutual success!

Communication and mental fortitude are essential soft skills, and Product and Industry knowledge are essential hard skills one must have as a core strength. Customer Success Associates/Customer Success Managers/Director Customer Success - all need to have or eventually have some essential soft skills. • Communication: (both skills of speaking and active listing) • Verbal: the ability to communicate clearly in an individual or group setting. • Non-Verbal: In conversation with the customer - 1:1 or group setting- non-verbal cues play an essential role: body language, Facial expression, and Vocal tone. • Witten: the ability to communicate Cleary in any written communication. • Listening: There is a reason why we have two ears and one month. We need to listen twice as much. • Interpersonal: Build and maintain relationships with diverse folks from different cultures and countries. • Emotional intelligence: We are often told to put ourselves in the customer’s shoes. Understanding and managing emotions in oneself and others is crucial for effective conflict resolution, active listening, and building trust. • Mental-fortitude: Innate, ingrained desire to help others unconditionally. We may have a crisis on hand - production outage, DevOPS, Engineering, and Customer pulling their hair - the sky is falling, and indeed, financial loss - YOU are the calmest person in the room. • Navigation skills: You need to be a master negotiator. You will not win every battle, nor can or should you expect PM to accept all your ER to be approved; there are other CSMs and new logos that will take precedence. What do you do, you bring your charm to work—your negotiation skills. • Adaptability: Today’s world is changing. Change is the ONLY constant. The ability to adjust to changing customer needs and priorities and to be flexible in finding solutions. • Problem-solving skills: No one, including the customer, expects you to have all the answers. The ability to quickly and effectively identify and resolve customer issues is crucial for maintaining customer satisfaction, loyalty, and long-term engagement. • Assertiveness and Persistence - the customer is NOT ignoring you. They are just busy and have other priorities. Being persistent and assertive - get your attention WHEN required. Remember - the customer is not available cannot be an excuse. • Knowledge of Tools (soft and hard skills): CRM (Jira/SFDC/HubSpot/Zoho etc.), Salesforce.com, Gainsight. Analytical Tools like Tableau, SAS/ PowerBI, and Google Analytics. You should get some training as part of your onboarding; however, self-help is the best help. As for hard skills, some key areas that customer success managers should focus on include: • Product knowledge: a deep understanding of the product or service can help customer success managers troubleshoot and provide solutions to customer issues. This is tactical. But CSMs must also engage very closely with Product Management and Product Marketing. They must be up to speed on new products in the pipeline. Identify both very and horizontals of the product suite. Pick the impacted “diamond” customer and bring them into the steering meeting to help influence product direction. This is sure to keep the customer engaged and a promoter. • Technical skills: navigating technical tools and software used in customer support and engagement. This is still tactical, but engaging with TS and moving your customers’ cases will be an excellent tool to help alleviate any relationship issue. • Analytical skills/Data analysis: the ability to analyze customer data and metrics to identify trends and opportunities for improvement. Data should contain how customers utilize every channel offered as part of their QBR. • Project management: the ability to manage customer projects and initiatives effectively to ensure timely delivery and customer satisfaction. • Industry knowledge: the ability to stay current on industry developments and trends, as well as an understanding of best practices in customer success management. Remember, change occurs faster than we can handle - which means we need to be up to speed on the nature of the customer’s business - educate him even on what the competition offers and how you differentiate. Progressive Insurance model, if giving their insurance quote and their competition quote, clearly shows how they differentiate themselves from the competition. And also demonstrates their superior service.

Great question! I've fallen in this trap so I'm speaking from experience here. You need to lead the conversation here and find the right answer, and don't just take orders from the various departments on what they want CS to focus on. Being too responsive here (rather than proactive) is how we land in the camp of doing "all the things" and creating a ton of thrash on the CS team. My recommendation: * Start by understanding what customers need. Talk to them-- customers of all shapes and sizes. Understand where they struggle to learn about and adopt your product(s) and build a prioritized list of those things. Record your customer interviews and save them were others can learn from them too. * Work with your cross-functional partners to identify potential ways to serve the biggest customer needs. The answer to some of them may be a CSM, but challenge the business to find other solutions- whether supplemental to CSM or replacing a CSM answer. * If you have friendly customers, this is a good point to share some of the ideas and get their reactions. * Then you go back to the exec team with your point of view for where CSMs will focus and where they won't, and the other solutions that also need to exist. * Repeat the customer listening > CSM scope conversation periodically or as your business changes significantly.

I love that you’re looking to break into tech as a CSM, here are a few strategies I would recommend: 1. Internal Promotion - Some of the best CSMs I have worked with have moved up internally from other roles in the company. Customer Support and Sales Development are two internal roles that I frequently recruit from. If you’re early in your career, look for entry-level roles in Customer Success-adjacent roles at a company that prioritizes internal mobility. A benefit to both you and your employer is you’ll already have a good understanding of the product. 2. Adjacent Industries - If you have experience elsewhere and are looking to make the switch, I recommend being strategic: Focus on companies where your previous experience would give you a unique advantage in understanding the customer. (eg: if you’re an accountant today, look at companies that make software for accountants). Don’t “spray and pray” - you’re better off focusing on a smaller set of companies that you think will be a great fit. 3. Entry Level CS Roles - I think this will be the hardest path for you, but it’s possible. I frequently receive hundreds or even thousands of applicants for entry level CS positions, so it’s important to stand out from the crowd. Network and attend CS meetups or events (meetup.org is a great resource) where you can. You’ll learn a lot and you’ll also start to meet people in your local CS community who can help you.

It's really important to be prepared for any interview you take the time to do, both out of respect for the hiring manager's time and your own. That said, I view an interview as a conversation and opportunity for both parties to learn about each other. Here are two tips for being prepared and showcasing yourself in the best way: * Any presentation or demonstration project should be done explicitly for the hiring company. Many Customer Success roles will require candidates who advance multiple rounds to prepare a presentation, written project, or sample QBR. Though interviewing multiple rounds for multiple roles is time consuming and often downright exhausting, it's critical that you make sure what you put forward shows preparation and willingness to do the role. I often give candidates a prompt with sample scenarios that are unique to the skill sets the job requires or situations we're experiencing and trying to solve for. The interviewees who stand out most are those who take the time to prepare as the prompt requests. We often get candidates who say "oh, this is a QBR I did at my old company, does that work?" While I totally understand that doing presentations for multiple roles in an interview process takes a lot of time, those who prepare specifically for us send the message that they will do the work and want the job. * Do your research... but don't make it weird. It may sound silly, but it's true! Candidates should be as versed as possible with what the company does, their target market, ideal customers, etc. Likewise, candidates should have looked at the hiring manager's LinkedIn to be familiar with their basic background and any known mutual connections. The critical part, however, is that the candidate uses the background information they've researched as part of their answers to questions. Resist the urge to say something like "Hey, Go Eagles! ... I saw you went to North Olmsted High School." Fun fact: a candidate really said that to me. The awkward conversation that followed highlighted that no, we didn't go to school together, nor did we have mutual acquaintances, but they found it on social media and thought it would be a cool fact to share.

Here are a few areas to consider. 1. Financial Factors: Is the overall economy healthy. A salary increase may be dependant on how the company is performing; Are the financial objectives at or above target and can the company therefore allocate budget for salary adjustments 2. Performance Assessment: An employee's performance is evaluated based on their ability to meet or exceed their set objectives (OKRs), their productivity, the quality of their work and the value they bring to the company. Does the employee consistently perform and contribute to the success of the organization. 3. Market Rates: How does the employee salary compare to similar roles in the same industry and at the same grade level. If they are below market rates then their salary increase may be warranted to bring them in line with the market, otherwise the employee could seek a role elsewhere. 4. Increased responsibilities: If the employee has taken on more responsibilities or has had an increase in scope of their core work (from the job description) then this could make them eligible for a salary increase. 5. Relevant Experience: Does the employee have relevant experience, valuable knowledge and skills that are hard to replace. Have new and important skills been obtained via training and certification?

Scaling customer success doesn't necessarily mean adding more CS headcount, at least not immediately. Before that, some foundations and a solid go-to-market framework should be implemented. * Seek alignment from executive leadership on the metrics and KPIs the business wants to deliver upon and how this team will be deemed successful, or if that doesn't exist, provide a recommendation. * Create a detailed view of the customer journey and what the engagement framework should be, i.e. what exists today and what should exist in the future, including where there are gaps in documentation and process. * A point to note here is to be agnostic of who does what when going through this process, putting the customer first and focusing on what they need vs defining the roles that will support the customer can provide flexibility around role definition and alignment. * Once the gaps around what's missing are understood, see what resources are available internally to start building processes and documentation. * I would then work through the following steps to determine the next customer success hire or hires. * What gaps in customer onboarding do you have, and will the next hire need to focus on that area? * What are the most important customer segments that need coverage from a CSM? Look at the number of customers per CSM. * Which roles will typically engage with the customer? * How technical do they need to be? * What will the responsibilities of the CSM be (this can vary wildly from company to company) * What does the employee onboarding process look like, and what do you estimate their ramp time to productivity? What do you need to do to condense that process? * Understand your budget in the near term, set expectations around what you can do with that budget, and be explicit about what you cannot do. * Run scenarios based on the company's performance over the following quarters and years, and start planning what you would need for that. Think about customer segments and how to serve them, scaled CS and digital touch points.