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GGR Blog - 'Not Strategic Enough'
This week we bring back a blog post from 2021 where Russell Bourne shares some insights into the complaint that CSMs are often "not strategic enough".
Looking at two areas of growth, the mindset and the engagement, Russell shares some practical ways that CS Leaders can help their team members develop the necessary ability to understand where CSMs fit into the customer process and set them up for success.
Read the blog here
What are some ways you have either empowered your team or been empowered to step into a more strategic role?
Re: GGR Blog - 'Not Strategic Enough'
Based on my experience, you should coach the team on asking more interesting questions about the customer's broader context - starting with their company's top-level business priorities, then the customer's broader responsibilities. They become very engaged when you ask about them, since that's what they're experts in - not our product!
Re: Disappointing CS roles at Startups. What do I do?
This is great comments and really resonates with me as I am having a similar issue. I've been a long time IC and team lead and moved up to VP of CS but am still feeling my way as a leader. I'm not sure I fit the job descriptions list of responsibilities and it leaves me wondering if I should downgrade the title to Head of, Team Lead, etc.
I liked Ian's comment about the CS job descriptions sounding like Sales roles. I like his suggestion to just apply, see what they are actually looking for and decide if it's right for you instead of ruling it out.
Thank you for the good ideas!
Heidi
Re: Disappointing CS roles at Startups. What do I do?
Hey Keenan,
Keep learning and finding ways to network with others (like you are doing here). I’m sure at 3 startups you’ve learned a lot more than you think.
What’s your longer terms goals? Do you want to be back at a larger company or do you like building at a small company?
Happy to chat anytime, you can find time on my calendar here (https://book.avoma.com/avoma/mark/mark-office-hours/)
Re: Disappointing CS roles at Startups. What do I do?
I feel you. I am reading a lot of Head of, Manager of, CS Lead, and Director of CS job postings this past month. The requirements and expectations listed are wild.
Here are some examples:
- 8 years of experience growing revenue in [very specific, new industry]
- Proven track record (already a negative keyword for me) of building high-performing (duh) CS teams at scale-ups with demonstrable (another negative keyword) success
- 10 years of account management experience in [even more specific industry]
- Sales oriented account manager with decades of experience managing managers of Customer Success Managers at Fortune 500 consultancies
They do not take into account the recent development of Customer Success as a practice, nor the recent creation of totally new industries. Then they fluff up the job descriptions with so many buzzwords that they mean nothing at all. The confusion in the TA market between CS and Sales is very apparent. Many CS leader job postings read like Sales Enablement or Senior Sales positions.
It is discouraging when your "demonstrable" CS experience is 2 years but your relevant experience is 20 years. By the way, how do we demonstrate these things? All my past work is the IP of my past employer and covered by NDA. All of my past companies will only give a "yes he worked here" reference.
What have I been doing? I put myself forward for all of them. I do my best to pass the screening, unless it is just a really bad mismatch. Then I find out what they really really want in the hiring manager stage.
I have a 50% hit rate so far in finding companies and opportunities that are genuinely interesting or could be a fit. I have had several great conversations. When I get through a full process with the next interesting company, I will be coming right back to the job descriptions and TA education to help improve this.
Sorry to everyone out there looking for CS leaders, but until job descriptions get better and tea TA learn what CS really means, there are going to be a lot of wasted 45 minute interviews.
Re: Disappointing CS roles at Startups. What do I do?
Kienan. -
I have always said that I prefer a CS leader from startups that didn't have all the money and budget in the world. Its kind of like comparing sports teams that have unlimited budgets- I love seeing when a small market team wins the championship, as they had to do a better job with less.
I am happy to chat- gone for a week, but connect and set something up
Re: GGR Blog - Digital-Led Customer Experience is Now a Customer Success Requirement
"PS. Stop blaming it on the people you hire. You need to enable them to thrive with the proper training and technology."
Thank you for saying this out loud @Heather Wendt ! 👏🏼 🎯
Re: GGR Blog - Digital-Led Customer Experience is Now a Customer Success Requirement
@Heather Wendt, I love this blog post - and am personally passionate about the digital-led customer experience - both for my transition to CS and my current work retaining students at University of San Francisco. Very specific and actionable suggestions by @Emilia D'Anzica - thanks for sharing!
GGR Blog - Digital-Led Customer Experience is Now a Customer Success Requirement
This week, Emilia D'Anzica shares her insights into the digital-led journey and how to ensure it has an impact on the majority of the organization.
For the customers, it allows the company to fulfill a requirement: fast access to answers and solutions.
For the company, it allows faster scale and the ability to gather stronger data that leads to better customer understanding.
So how do you start the process?
- Start with a journey map
- Identify key moments
- Understand your clients
- Ask the right questions
Read this week's blog to take a deeper dive into the why and how of a digital-led customer experience as you begin to look at how to utilize a powerful tool.
What parts of the digital-led process are you currently utilizing, and what obstacles do you face in creating an impactful program?
Re: Digital Customer Success - Red account strategy
I think you built solutions before understand the true problem.
I wouldn't build anything for those 100 customers until I get an understanding of their underlying problems.
Put those into buckets that I could action off of - then go create content after that.