Taking over a new account as an enterprise Customer Success Manager (CSM) can be a challenging endeavor, even for the most seasoned CSM. With new stakeholders (customers and internal), and a new customer landscape to learn, transition can be quite an overwhelming phase. While experience brings a wealth of knowledge, each client and account is unique, presenting its own set of intricacies and dynamics.
To tackle these varied challenges, it's up to the individual CSM to execute what I like to call their own personal change management plan. A study conducted by the industry leading change management focused research company PROSCI revealed that 88% of participants with excellent change management skills met or exceeded objectives. Only 13% of those with poor change management skills met or exceeded objectives. So, how do we as CSMs prepare ourselves for change, stay on the right course and exceed our objectives?
Let’s explore some guidelines that can aid putting you on the right path to success.
Research… Research… Research…
The last thing your customer wants to hear from their new CSM is - “Could you please tell me more about your business?”. Before your introduction to your customer, familiarize yourselves with
- the customer's industry, business model
- how they use your product and most importantly
- historical interactions with your predecessor or your organization. Review what your predecessor achieved and what they recommended to your customer.
This research not only facilitates quicker integration into the customer's environment, but also allows CSMs to develop a point of view of how they must approach managing the account. Most importantly, it gives customers confidence that they are not left in the hands of a new CSM who needs a lot of hand-holding. In-depth research also aids in the formulation of personalized strategies to enhance your customer's experience, ultimately contributing to customer satisfaction, retention, and loyalty.
Draft your path to success
So you’ve researched your customer, and may have had that first introduction call. You now have had the opportunity to hear and validate some of your observations directly with the customer. It's critical at this stage to map out what you want to achieve with your customer over the next 3-12 months. There is a tendency for CSMs to try to solve multiple problem statements during this phase. What I have seen work well is to focus on the “Top 3 challenges” that you can solve, that are the most impactful. Focus on how your plan ties to tangible business outcomes for your customer and most importantly - your KPIs. Remember, you are still new to the account. Stay realistic with your plan and focus on strategies you can employ to now execute your plan.
Identify your champions and detractors
You now have a plan in place! However, you still need your customer’s support to execute them! Your Champions and Detractors are there in every organization. It is important to understand that both sponsors and detractors contribute significantly to the overall dynamics of customer relationships. A CSM's ability to navigate and influence these relationships can directly impact the success of customer engagement. Identify your champions and detractors. Identify their KPIs (most importantly, what motivates them) and tailor your approach so that it helps their KPIs. Your sponsors are going to be your champions who can help you succeed in an account. But, remember, your detractors present an amazing opportunity for you to address concerns, gather feedback, and tailor your approach to mitigate potential obstacles. You are always one step closer to a success story with a detractor!
Don’t shy away
You come with a fresh perspective, with fresh ideas. This gives you the opportunity to identify areas for improvement, innovation, and even optimization that may have been previously overlooked. Fresh perspective is synonymous with new energy and enthusiasm into the customer relationship, that can instill a sense of confidence and commitment to continuous improvement. Do not be afraid to make your recommendations that could even change ways of working. Be clear about what your role is, what is in and out of your scope, and how you can help your customer become even more successful. Remember, by questioning the status quo and offering alternative viewpoints, CSMs can introduce new strategies, best practices, and insights that align with the evolving needs of the customer.
Feedback is a gift
When CSMs receive feedback from various stakeholders, including customers and colleagues, it offers them a comprehensive understanding of the current state of the account and the dynamics at play. This information is crucial for identifying areas of strength and weaknesses, uncovering opportunities for growth, and addressing potential challenges. Constructive feedback helps CSMs build stronger relationships with customers by showing a willingness to listen, learn, and adapt. It also facilitates a culture of continuous improvement, emphasizing the importance of staying responsive to the evolving expectations and goals of the customer. Review your progress with your customer and leader/line manager on a regular basis. By having these conversations, you not only have a sounding board but also give your customer/manager the confidence that you’re on the right track. You personally get valuable insights /perspectives that can drive positive change and improvement, and lead to exceptional service to your customers.
In summary, successfully transitioning into a new account as a CSM involves a strategic and proactive approach. Conducting thorough research on the customer's industry, business model, and past interactions facilitates a quicker integration and builds customer confidence. Creating a detailed plan for the next 3-12 months with a focus on the top three impactful challenges ensures a realistic and achievable roadmap. Identifying champions and detractors within the organization is crucial, as both play significant roles in the dynamics of customer relationships. Leveraging a fresh perspective, CSMs can introduce innovative strategies and best practices, energizing the customer relationship with confidence in continuous improvement. Embracing feedback as a gift from various stakeholders fosters a culture of continuous improvement and responsiveness to evolving customer expectations. Regular progress reviews with customers and managers provide valuable insights, contributing to exceptional service and long-term success.
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Arjun Menon is a Principal Success Manager at Salesforce based out of London managing some of Salesforce's largest strategic customers in the UK. He was recently conferred the Customer Success Award across tech companies in the UK for his excellence in CS. Arjun has over 14 years of experience helping customers succeed across the globe having lived and worked in the US, Canada, India and the UK. He is also a professional musician.
