What do customer success managers get wrong when trying to influence the C-Suite?

Question

John Brunkard · Accepted Answer

Here are a few things that customer success managers (CSMs)may get wrong:

1. Not speaking their language: C-suite executives typically have a different set of priorities and concerns than lower-level employees. CSMs may struggle to influence the C-suite if they are not able to speak in terms that are relevant to the executive's goals and concerns. Understand what matters to them.

2. Focusing on product features / capabilities rather than business outcomes and value delivery: C-suite executives are often focused on outcomes and results, not the features of a particular product or service. CSMs may struggle to influence the C-suite if they are unable to clearly articulate the business outcomes and value that their product or service can deliver.

3. Not understanding the customer's business: C-suite executives are responsible for the overall success of their business, and they expect their vendors and partners to understand their business and industry. CSMs may struggle to influence the C-suite if they are unable to demonstrate a deep understanding of the customer's business and the challenges they face.

4. Not building the right relationships: C-suite executives are more likely to be influenced by individuals and companies that they trust and have a strong relationship with. CSMs may struggle to influence the C-suite if they have not invested in building relationships with the executives. CSMs can also leverage their own company executive team and build connections between them and the customers executives.

5. Not being proactive: C-suite executives are busy and have many competing priorities. CSMs may struggle to influence the C-suite if they are not proactive in reaching out to the executives and demonstrating the value that they can deliver. Deliver the right message at the right time to the right person.

To effectively influence the C-suite at their customers, CSMs should focus on understanding the executive's priorities, articulating the business outcomes and value that their product or service can deliver, demonstrating a deep understanding of the customer's business, building strong relationships, and being proactive in their communication and outreach.

Catherine Bassett · Answer

What most customer success managers get wrong in my experience is not using the right data or framing the story specifically to the needs of the C-Suite. If you're looking for investment, make sure they understand fully what the investment is and how it will benefit the company and customers. However, don't overwhelm them with data, keep it to what is important to them.

1. Make sure you have a full review of all of your key data points and be ready to answer follow up questions. Data makes decisions - especially when investment is involved.

2. Make sure you know exactly what the most important metrics are to the C-level - North star? KPIs? Revenue? LTV? Focus on impacts to those. Don't show them everything, they'll just tune out.

3. Try using stakeholder personas - do a persona for each exec - what matters for them, how do they like to receive information. Shape your story telling to those personas.

Related Ask Me Anything Sessions

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