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.

There are so many career paths for a Customer Success Manager! I don't view the CSM's path as necessarily linear, but a "typical" one might be: 1. Customer Success Associate 2. Customer Success Manager 3. Senior or Enterprise Customer Success Manager 4. Strategic Customer Success Manager 5. Manager of Customer Success 6. Director of Customer Success 7. Head of Customer Success That said, there are a lot of different specializations, such as Customer Success Operations, Renewal Management, or large-scale Customer Success (sometimes called 1:many or "digital"). These specializations are great goals for someone who has been in Customer Success for several years and would like to advance in paths that are not necessarily management. 

The best customer success candidates: • Communication skills: The ability to communicate with customers and all stakeholders clearly and effectively. • Customer-centric mindset: The ability to put oneself in the customer's shoes and understand their needs, pain points, and goals. A genuine passion for helping customers succeed and a strong sense of ownership over their success. • Adaptability: The ability to adjust to changing customer needs and priorities and to be flexible in finding solutions. • Empathy and active listening: Managing emotions is crucial for effective conflict resolution, active listening, and building trust. • Project management skills: Managing customer projects and initiatives effectively to ensure timely delivery and customer satisfaction. • Industry knowledge: Understanding industry trends, best practices, and competitive landscape. • Analytical skills: The ability to analyze customer data and metrics to identify trends and opportunities for improvement. • Product knowledge: A deep understanding of the product or service. • Problem-solving skills: The ability to identify and resolve customer issues quickly and effectively. • Team player: The ability to work well with others and a willingness to collaborate with other teams and stakeholders to achieve customer success and effectively communicate and collaborate with other teams and departments within the organization. I put this in order of my personal preference. For a mid-level CSR/CSM, I expect the top five. Industry knowledge will be a great asset and a nice to have. Rest, I expect them to pick up on the job.

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!

Been there, done that! IMO, it’s pretty simple – start with who is screaming the loudest and why. Take what they are frustrated about, ask them to prioritize their needs, and then see about knocking them off, one at a time. You can’t fix everything overnight, but get a win under your belt, and then another win, and so on. And then take those lessons from your loudest clients and see what you can apply for other clients. · Ask lots of questions of your internal teams to see if you can solve issues or to get answers · Do as much as you can before escalating · Be targeted about who you are escalating to and what you expect from them – is it a timeline for the client, a fix for their issue, a meeting with internal experts? · Make sure you are following up diligently with your clients! · And then, add meetings in with your non-screaming clients when you can – you don’t want them to feel neglected – don’t take them for granted – quiet isn’t always good 😊

In my experience there are a few characteristics/skillsets that the best CSMs I have hired all have in common: 1. Organizational skills - This is #1#1 for me. I have never seen a CSM who was not organized be successful. As a CSM requests are being thrown at you left and right, and you are being pulled in a million different directions. The best CSMs are organized/proactive and know exactly what action items they need to complete and how to prioritize them. 2. Ability to showcase value - This one might sound simple but I can promise you it is not. A large part of a CSMs role is to retain customers and to do that, they need to articulate and justify the price of the service. This is challenging for two reasons. 1. Not all customers justify value in the same way, so a CSM needs to make sure they truly understand how the customer is determining this. 2. The majority of the time the day-to-day contact is not the ultimate decision maker. Therefore, the CSM needs to articulate the value in a way that the day-to-day contact will be able easily to go back and relay this to their boss (or decision maker). If a CSM is having a tough time explaining the value, it's going to be even more difficult for the day-to-day contact to explain it. 3. Charisma - Customer Success is all about relationship building. CSMs spend a ton of their time on zoom calls with their customers and valuable/engaging conversations are what help build strong and trusting partnerships. The CSMs I typically see with the most success (especially regarding renewals and upsells) are the ones who have built the best relationships with their partners. 

Scenario-based questions are my favorite but I especially like this one as it breaks the ice and allows the candidate to show their personality & you can have fun with the scenarios. Three emails hit your inbox, which do you answer first, second, and last and why? No wrong answers here! 1. You ordered lunch and the delivery person is running an hour behind and asks if you still want your order. (symbolizes a higher-value downgrade scenario) 2. Your friend wants to reschedule your plans for the evening and is asking for a confirmation (symbolizes a mid-value cancellation scenario) 3. You were given an Amazon gift card that needs to be claimed (symbolizes a lower-value upgrade scenario)

I previously answered this type question for CSMs however this time I will put in some resources that are more focussed on Customer Success Leaders. Here is the link to the previous answer. These are some books I would recommend specifically for Customer Success Leaders...in no particular order. 1. The Seven Pillars of Customer Success: A Proven Framework to Drive Impactful Client Outcomes for Your Company 2. Chief Customer Officer 2.0: How to Build Your Customer-Driven Growth Engine 3. The Chief Customer Officer Playbook: 8 Strategies that Will Accelerate Your Career and Win You a Seat at the Executive Table 4. The Customer Success Economy: Why Every Aspect of Your Business Model Needs A Paradigm Shift 5. Customer Success Mindset: Building Customer-Centricity into the DNA of your Growth Strategy 6. Winning on Purpose: The Unbeatable Strategy of Loving Customers 7. The Growth Leader: Strategies to Drive the Top and Bottom Lines 8. Reimagine Customer Success: Designing Organizations Around Customer Value 9. Zone to Win

I greatly respect the sales role, and CS and sales must work well together to drive successful customer outcomes. I have been in sales at various times throughout my career within multiple functions, be it expanding customers or working on net new logo acquisition. I have been honest about where I see my strengths and get my most energy from, and it's working with existing customers to make them wildly successful!