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. 

Technical Support response targets! We’ve all been there, and being the first Success Hire is super exciting. You get to wear many hats, get involved all the way through the customer lifecycle and be scrappy to get customers what they need. For us at the beginning, that meant taking on a lot of Technical Support tickets for our EMEA customers, especially in the morning before our then US-based tech support team was online. On the one hand, this gives you a lot of valuable product knowledge that can help you be an impactful CSM, but on the other hand, it can mask the business need to expand technical support teams and can hurt your focus in the long term. If you can, explain early the difference between CS and Tech support KPIs and ensure that anything you take on is temporary!

The important thing is to start measuring items. Your initial 'goal' may be off, but you won't know that until you start measuring it and having your team work towards a KPI. Be open with them that this is a trial period that nobody's performance will be managed based on if they hit the number out of the gate. And then adjust from there -- if people are overachieving, up the target; if people are consistently struggling to hit, lower the bar. Once you've found the sweet spot, then you can add compensation, performance management, etc. on top.

I love this question! My top 4 thoughts: * Every sales team is different. Find out how they work – in Eightfold, we have Account Executives (they are front end pre-sales deal closers), Account Managers (focused on install base after implementation), Sales Development Reps (responsible for lead generation and first connects), and Solution Consultants (demonstrating our platform to potential clients). Find out what your sales folks do and how that impacts you. * Talk to more than 1 salesperson in each department – everyone is different and has unique ways of working. I was referred into Eightfold by someone in sales and had some great conversations with that person. However, that was just one person, and it was also a friend. Looking back, I should have reached out to more folks in different areas of the sales team to learn more. * From your conversations, compile a list of what potential clients are trying to solve for – those will be the same pain points you will hear about once they go live. Do your research – take that list and run it by your leadership, professional services, product, engineering, etc. and see if it all is consistent. Learn what you can about those issues and see what ideas you might have to address some of them. * Ask the sales team what they expect from CS. You may get very different answers, and most likely won’t be able to be everything to everyone. Listen, ask questions, talk to your leadership, and decide the best way for you to work with those on the sales team.

One of the most important responsibilities of CS is to ensure that we are sharing the stories and insights we hear from our customers with the rest of the business. To do this, I like to hold monthly presentations where CS presents our feedback from customers. These events are attended by product and marketing leaders, and CSMs present insights from their specific customers, with a theme for each session.

There are two questions I always like to ask during an initial interview with a candidate: 1. Tell me about a problem you have worked on and how you solved it? - In full transparency, I actually borrowed this question from an article I read about Elon Musk's interview questions. I found the reasoning behind this question to be extremely interesting. First, you gain insight into the types of challenges the candidate has come across and their thought process for overcoming those challenges. Second, Musk says that this question shows him if the candidate truly worked on resolving this problem. Someone who was integral in the solution of a problem will know all the details and be able to explain in length what they were thinking was during the process. I have found a lot of success in asking this question. 2. I ask candidates to share with me a time they had to articulate value of their product/solution to a customer. As I mentioned in another question, showcasing your company's value is one of the most important responsibilities of a CSM. If a candidate does not have experience with this, how can I expect them to articulate value to our customers?

For recent graduates who are interested in entering the field of customer success, there are a few critical pieces of advice to keep in mind: • Gaining relevant experience: Look for opportunities to gain experience in customer-facing roles, such as internships or entry-level positions in customer service or support. This will help you develop the skills and knowledge necessary to succeed in a customer role. Or you could also apply to more junior roles, such as success associate, and learn on the job. • Develop your soft skills: Strong communication, problem-solving, and customer service skills - some of this can be obtained by shadowing senior Success folks, Support folks. • Build your industry knowledge - Understand the industry’s products, services, and customers. Talk to Product Management, Product Marketing. • Gaining technical skills: Acquire technical skills (if required) such as product knowledge, data analysis, and project management. • Be open to learning and be persistent. This is the hard part. Don’t give up! Overall, it's essential to be proactive in seeking opportunities to gain experience, develop relevant skills, and network with professionals in the field. You can do it!

When directly correlating with pipeline generation proves difficult, consider alternative metrics such as engagement (website visits, email open rates), lead quality (conversion rates, lead scoring), brand awareness (social media sentiment, brand mentions), CAC, CLV, retention rates, customer experience, and customer feedback. These metrics provide insights into marketing effectiveness and overall business impact.

While I have been at HubSpot for a long time (13+ years), many opportunities have come up over time that I have had to assess new opportunities. Here are the things I tend to look at when considering a role; * Market Evolution * Size and growth potential of the market the company plays in * Stage of evolution : is this a horizon that is in its late stages or on the cutting edge? * Potential : is this a single product/one trick pony or do * Product * Do customers love their product/service? * Who are their competitors and how does their solution stack up? * Are they a leader or laggard? Have they shown product/service innovation? * Leadership and Culture * Are they proud of their vision, values and culture, even if they are against the grain? * How visual/vocal is their executive leadership? * Do people love the company? Are they staying there or leaving after short periods of time? * How do they treat failure? * Skills and Growth * Does my past experience lend well to the role? * Are there opportunities for me to build new skills? * What is my potential for impact on the business priorities? * Does this role help me build skills for the next position I hope to achieve?

To gauge autonomy of Customer Success Manager candidates, I like to ask: * Describe what role the CSM plays with the customer, in your experience? This helps me see the candidate's willingness to be strategic or tactical (hopefully both, when necessary!), how they work with internal cross-functional teams, and how they view ownership of commercial responsibilities. * Provide an example of a customer escalation and how you turned it around. In this question, I'm looking for a candidate to both show ownership over the ultimate resolution of the issue and the ability to navigate difficult internal and external situations. The best answers are those that demonstrate collaboration and use of resources without placing blame on others or an over-reliance on executives. * How do you work with the support team for defects or other issues? Success of the customer is a team sport, with CS driving proactive results and support working to resolve problems when they arise. The best CSMs understand that one doesn't work without the other and demonstrate that in the answer to this question. * What are some things you've done to drive success that aren't directly related to your book of business? In other words, I want to learn about the other projects a CSM has done in the past to keep the business moving forward. Some examples I've seen in my own experience are working with marketing to create an industry-related podcast, driving a customer advocacy and review program, and creating shared materials to save time and help the business scale.