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. 

We have our Customer Success organization broken into 2 groups - Strategic Customer Success and Scaled Customer Success. In the Strategic Customer Success group I have managers who are responsible for a team of CSMs and also serve as the DRI on customer success for one or more products. CSMs need to have a strong understanding of multiple products because we only have one CSM per customer, and customers ideally use more than one product. Each manager coaches and supports their CSM team, and they provide leadership and guidance where they are the DRI across the entire team. In Scaled Customer Success, we have managers who oversee a group of Scaled CSMs. Rather than own a customer, our scaled CSMs own a product or customer lifecycle stage. For example, we may have a Scaled CSM who only owns churn mitigation for one product line.

These might be more generic than what you are looking for, but in your first 3 months, there is so much to learn, and every organization is different. Some of the best advice given to me by previous leaders when I tried to do all the things right when I started – “you can’t boil the ocean. Breathe. Listen.” Remember, quick wins might be for you, your team, your organization, or your clients! My thoughts: * Build relationships with your stakeholders – inside your team and cross-functionally * Set a # of internal meetings per week – summarize your learnings * See how you can get involved in the organization – be a team player * Listen in on as many client meetings as you can – really listen and take notes! * Share your thoughts a client issue or concern by working through current leaders – there will be plenty of time in the future to be the “hero” * Help others win – built trust and partnerships * Listen, repeat back, ask, listen, repeat back, ask * Set regular 1:1s with your manager, others on your team, and cross-functional partners to listen and ask questions * ·Reflect each month on what you know now that you didn’t when you started

The Customer Success and Account Management relationship is critical to the overall health of the business, especially if Net Revenue Retention is a key metric. Often times, for this relationship, Customer Success can help identify sales opportunities in the form of CSQLs for the Account Management team to close and Account Management can spot potential risk for Customer Success to get in front of to prevent churn. Ensuring the team's scorecards are aligned to a common goal is necessary to foster collaboration. In terms of missing KPIs, although Customer Success often is left with NRR, it's truly a business metric. If you have a bad product, even heroic efforts from a CSM will not save a customer. For those KPIs within a CSM's control, I find that QBRs can be hard if you don't prioritize them early in the quarter.

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.

Setting KPIs can indeed feel arbitrary, especially in new or uncertain markets. However, there are strategies to overcome this uncertainty and set realistic goals: 1. Market Research and Analysis: this shall help set goals for the organization's fiscal year. 2. Benchmarking: Compare yourself to industry standards and competitors to gain perspective on what success looks like in the new market. Analyze the performance of similar companies or products to set realistic benchmarks for your own goals. 3. Start with Baseline Data: Establish baseline data for key metrics such as market penetration, customer acquisition costs, and revenue targets. Use this data as a reference point for setting incremental goals and tracking progress over time. 4. Break Goals Down into Milestones: Break down overarching goals into smaller, achievable milestones. This makes goals more manageable and allows for more frequent monitoring and adjustment based on market feedback and performance. 5. Utilize Pilot Programs: Consider launching pilot programs or initiatives to test the waters in the new market before committing to larger-scale goals. Pilot programs can provide valuable insights and feedback that inform goal-setting decisions. 6. Set SMART Goals: Ensure that goals are Specific, Measurable, Achievable, Relevant, and Time-bound (SMART). This framework helps ensure that goals are well-defined, realistic, and actionable. 7. Iterate Based on Feedback: Be prepared to iterate and adjust goals based on feedback and performance data. Stay agile and responsive to changes in the market environment, customer needs, and competitive landscape. 8. Involve Cross-Functional Teams: Involve cross-functional teams, including sales, marketing, product development, and customer success, in the goal-setting process. Collaboration ensures alignment across departments and increases buy-in for the goals. By following these strategies, you can navigate the uncertainty of entering new markets and set realistic goals that align with your company's objectives and growth aspirations.

There's no magic bullet here, but I've found a few key ingredients to retaining great talent. 1. Care deeply about the people on your team. Get to know them on a human level. Celebrate their wins. Understand how they want to grow, and be intentional about supporting that growth. 2. Orient everyone around the mission. It's hard to push through the tough days if you don't connect with a reward or benefit. It's even harder if you think you're the only one fighting. The team needs to know that they're all in the same boat (you included!) and that you're moving toward something great. It could be a brighter future for the team (we're fixing this process), or it could be a great accomplishment (we'll hit quota). Put that goal front and center and keep all eyes on it. Make sure to celebrate wins, however small, along the way. 3. Bring people along. Change is hard, and also constant in CS. Give your team space to share ideas, voice concerns, and help craft the program. We hold brainstorms and debates to make better decisions and the team appreciates the trust and transparency that we extend to them. Open-door policies are great, but if you're not willing to adjust tack, what's the point? 4. Be humbly human. You don't need to be right all the time, and you don't need to be emotionless. Admit to your mistakes, seek feedback often, and let your humanity show. It creates a safe space for your team members to bring their whole selves to work as well.

* What does "Customer Success" mean to you? Customer Success as a field and profession is relatively new, and the term can mean different things to different people. A candidate's answer helps me assess their whether their experience is aligned to a proactive vs reactive approach, what kinds of customers they've worked with in the past, how they think about the customer experience, and more. * If you were constructing a CS team from scratch, what metrics would you use to gauge success? Both internally and customer-facing? While this is a highly debatable topic, the key is that metrics described cannot only be financial. Yes, at the end of the day (... or, quarter) we are all working towards financial outcomes. But Revenue Retention is a lagging indicator, and it's important to understand that leading indicators such as product usage, presence of risk factors, and engagement are critical for proactive customer success. * How do you know a customer is successful? The best candidates use this as an opportunity to talk about aligning the value a company's product and services drive to the customer's business goals. I'm looking for CSMs who focus on a customer's business-level outcomes at a strategic level, rather than those who focus on getting their customers to adopt our product or services.

While it takes many qualities to be a good Customer Success individual, it takes a lot less to become one. You can transition into a Customer Success role from any role. In my career, I have seen many folks transition into Customer Success roles. Not because they were in a dead-end job but because they wanted to seek a different challenge. If you currently have a customer-facing job and managing some customer-centric projects. You should be able to pick any soft/hard skills required for the job. It would help if you were given the opportunity. As far as education requirements, it depends on the company that is hiring. Transitioning or a career shift can be challenging, not for the faint of heart. It will have its ups and down, and you need to have that end goal in mind and chase it. Persistency pays!

One of my favourite CS interview questions is some variation of "Can you share a time when you received constructive feedback from a peer, manager, or cross-functional partner in your previous role as a Customer Success Manager? How did you deal with it, and how did it impact your actions after the fact?" The reason I like this question is that the way the candidate answers it tells me a lot about their self awareness, intelligence, their ability to handle difficult situations with maturity, humility and professionalism, their communication skills and their growth mindset, all of which are skills that are valuable in your role as a CSM and also make someone a great colleague and team member. The best answers I have heard to this question have been thoughtful, honest, clear and have all resulted in genuine impact for the person in terms of how they have grown and developed.