# data[].attributes.body
Top 5 skills
Customer Success
Management
Leadership
Sales
Customer Relationship management
$82,000 median salary
Future--With AI, chatbots, and mixed reality just around the corner.
How do you future proof yourself?
Engage users at Scale
Focus on thoughtful personalization through segmentation
Own the Customer Journey
Know the moments of impact that determine your customer's success.
Be there for them!
Be a Culture Champion
Have customer first mindset in everything you do
Customer success is a state of mind.

# data[].attributes.body
Career Ladder--
What are the customers saying?  CSM can affect clients in positive way.
Career Prep- have a lot of business experiences.  Have a team model
know why each department does what

Role will change multiple times over the years.

Stay current around the product.  Look for patterns on what is working and not.  Keep track of it.
Know sales process, know the company, know everything you can.
Have a variety of experiences and know your blind spots, be aware of your brand.  Help build your company. Work on our "CEO" communication skills.

How and where you spend your time is very important.?

Spend some time in the future

Think like a manager

Hunt for talent.  Use your own.

# data[].attributes.headline
If we have a data piece on our CV's we are more likely to get job offers. 

# data[].attributes.subject
If we have a data piece on our CV's we are more likely to get job offers. 

# data[].attributes.headline
I have to own the relationships with my customers. I have to interact with lots of different teams members. 

# data[].attributes.subject
I have to own the relationships with my customers. I have to interact with lots of different teams members. 

# data[].attributes.body
- Is it weird that this wonderfully smart woman is in a panel discussion when she's been in this role for seven months. I kind of love that we are ahead of the game in development of this role.
There needs to be an end place, and you can gain a wide amount of experience (.....and adding data - you need to be comfy with the insights and what the data shows). Getting to the C Suite is not as easy as it sounds - What are some of the pitfalls: be aware of your brand, perception is huge! How and where do you spend your time.

# data[].attributes.body
The vertical bar on the T represents the depth of related skills and expertise in a single field, whereas the horizontal bar is the ability to collaborate across disciplines with experts in other areas and to apply knowledge in areas of expertise other than one's own.

# data[].attributes.body
Data insights & analytics are essential for scale. Can't scale with a 1:1 relationship, but it is important to blend 1:many and 1:1 strategically.

Important to be able to empathize with the customer and with colleagues across teams. Looks for opportunities to partner across business functions.

Try to be a white man to avoid pitfalls :) Be aware of your blindspots, your brand and how you are perceived. Have a growth mindset, learn, read, practice.

How and where you spend your time. Are you looking ahead or putting out fires? Be sure to manage up. There's not a lot you can get done by yourself. Be sure you are constantly developing your talent.

Always know the customer health of your base and connect that with performance. Use NPS scores and other metrics (support tickets, engagement, etc) to get a wholistic view of the customer journey.

Ladder steps from CS to C-suite, what's in between? Get experience across teams with a goal of gaining empathy for the customer and the end to end customer experience.

Think of it as a jungle gym rather than a ladder. Sometimes it's lateral moves across business functions that give you the greatest advantages.

Be obsessive about what your company has to offer. Also invest in yourself. Own your career, don't outsource it to your manager, your peers, etc.

# data[].attributes.body
On your way up - at some point your going through marketing and demand generation. Product marketing can push to CSM, you may have to walk through some of the traditional roles. You need some competencies in a variety of roles. Develop a track record of performance. Be able to have time and experience in end to end customer experience.

# data[].attributes.body
Send agenda's early, make sure the right people are in the room. 3 parts 1 - prep, 2 meeting, 3 deliverables after the meeting. Sometimes the books ends need more time than the meeting itself.

Leave with a date for the next meeting. Sometimes less is more.(Data is NOT the same as insite - what do they care about and how does the data answer their questions?)

Horizontal - the flow of material should follow a logical progression and form one narrative. Vertical logica is the idea that within a page - the material should align to the message we are trying to deliver. Deliver one message per page.

They action plan with concrete next steps would be really nice to be able to track in Gainsite via the success plans!!

# data[].attributes.body
When do we call it this?  What is our idea of it?
Prep 3 Core Components
Delivery
Execution
Pitfalls

Begin with end in mind--Franklin Covey
Know where you're going wo that you better understand where you are now and so that the steps you take.

#1 How do we deliver value to the client?
Set meeting follow up meeting
Create agenda--
Identify key participants--
How are we going to measure their success.
#2--Data doesn't equal insight.
What does your client executive really care about?

How does the performance compare to what we've asked for?

How does this compare to what we did last time?

How does this compare to others?

Why id we underperform/outperform?

What are the key takeaways you want to communicate to the client?
Establish a point of view and strategy...Is this meaningful to them.  What is most meaningful for them?
Reframe their perspective, advise based on best practices.
Show how to take action.
Horizontal logic and vertical logic should support your take aways.
Horizontal Logic--Narrative

reinforce key insights and support main objectives.

Vertical Logic-

One single message per page

No substitute for preparation:

Coach for discipine around QBR preparation

Alignment on goals

Allocation of responsibilites

Drive executive attendance

Think like the clients. What is the sentiment before the meeting?

Coordinated NPS survey cadence
More regular insights into customer sentiment
Success is in the details

What is their current contract?  Sweetheart pricing

Discount levels?

Utilizaiton metrics

Changes in leadership?

New training.

Renewals

CTA's open?

You are their partner in business

Close not won opportunities.

How to get the E to the EBR?
Key stakeholders are always at the contract signing.
Key Contact is the person who signs the contact and who are the influencers.
Point of sale begin the relationship with the key person.
Continually articulating our solutions for them.

Build relationships with the executives over time.
Compelling agenda.

How do you execute the action items.

Create specific mutually agreed upon action plan.

Measure and Drive results.

Be on the same page.

Ok to use a foundational template for the meeting.
Framework the level of touch.  How many times should you have an EBR.

Roadmap conversations should be based on nature of client.  Depends on what time you have with.  What is the life cycle of their adoption.
Ask if would be appropriate for roadmap preview give an option as to whom would be present.

Set goals to show how they have succeeded.  Offer conference session opportunity.

# data[].attributes.body
EBR is a process - not just the meeting:
Need to prep, deliver, execution
The prep need more time than the meeting itself

# data[].attributes.body
Covey is one of my personal Favs! Begin with the end in mind - areas of influence/concern - Glassdoor uses that as a team framework for EBRS

# data[].attributes.body
Less is more - more data is not better - executives care getting insight in the least amount of time possible
Execs care about competitive insight - AKA how do they compare to other districts
Big points in building strategy when thinking about client point of view: What is data saying, industry benchmarks, vale of improvement, case study
Tell how - concrete next steps to tell me how

# data[].attributes.body
- Logical flow of info
- One concept per page
- Reschedule if you can't get key executives
- Use Sales member that sold the account to solidify relationship with exes
- Critical to get the download of info from the sales team - how do we continue to strengthen this and make sure that this is happening?
"Be besties with your sales rep."
Idea - Campaign "Be Besties" for a retreat theme! Coordinate with Liz!
- Know what success looks like how it will be measured and what will be talked about at the next EBR.
- Standard EBR template or Framework for the entire team to work with. with on option to tailor per client. Standard templates have proven to better outcomes but there needs to be flexibility to speak to the nature of the client
- Segmentation plays into what the EBR "template" should look like.
- Client size and investment level should determine the number of times an EBR is completed - so this ties back to segmentaion.
- Should you mingle product roadmap with EBR? Panel answer was it depends on the nature of the client. if EBR is only one hour it is not enough time.

# data[].attributes.body
- Know the frame of mind of customer and be prepared to address appropriately
-

# data[].attributes.body
Create levels of delight?
Understanding what there is and how it works, but not for all the details.
Core Responsibilities:

Demonstrate Value

Be the voice of the customer

Drive Adoption and advocacy

Ensure Renewal

It depends how much technology  you need to know. But in our job, we need to know how to implement the modules.

# data[].attributes.body
Lane Holt - Gainsite
Pallavi Gadepalli - Druva (data protection provided)
Will Crocker - Braise

Technical CSM's were able to have technical conversations with users.
Non Technical - They can't always get credit for being more technical in conversations.

CSM's should not have to deal with contracts and financial aspects.

Do I get to be a technical unicorn?!?! :)

If you don't have a support system in place - you might need a more technical CSm....I'm not sure this guy ever really made his point.

Take Aways - less technical - demon strate value, drove adoption and advocacy, ensure renewal, be the voice....this does not need to be a technical voice to drive the success of the business.

more technical - "how" scales = document your top 20% of your clients and then push that out to everyone.

# data[].attributes.body
Focus on outcome models
10) Anticipate needs and bring advice - be proactive and anticipate people's needs (thinking racing - keep a watch about what's happening in front of your car)
9) Advisors aren't "yes" people - you have to be able to say no. Work for what's best for the customers. set good boundaries from the beginning.
8) Ask open ended questions and listen.
7) Do what you say you will do
6) know your product....both the good and the bad.
5) Learn your customer's business - not really applicable to us since we are all in the education industry. Could apply more for CSM's that are dealing with a variety of states.
4) TSIA (?) Always be consulting "CSM's can't be seen as someone who is trying to sell them things. We need to be the trusted advisor, adoption, gaining value"
3) Take Ownership - We do this really well because we do our best to keep everyone happy.
2) Understand what you customer needs to be successful - how do we make our account champions the superstars....how can we make the jobs better on a day to day basis.
1) Forget Happy focus on customer outcomes

# data[].attributes.body
10. Anticipate Custom needs and Bring Advice

Drive towards outcomes
9. Advisors aren't "yes people"
set boundries of the role
what resources are available?
Clarify expectations and boundaries
Don't get too deep with work they can do.  Be a guide not a doer.
8. ASK opened ended questions and Listen!
Get longer answers, gets to their opinion.  pass control to let them speak.  Helps you get deeper into what is needed.  Why do you want this?  Can we do it for you? Be comfortable the pause.
7. Do what you say you will do!
Building trust.  Who has your best interest at heart. If you can't do it, own it make it right.
6. Knowing the capability of your Product!!!
Have to be able to give advice.
What value does that feature provide?
FEATURE/ BENEFITS
5. Learn Your Customer's Business-
Be more eyes and ears for the client.  Care to pay attention to their business
4. Always be Consulting-Selling won't help, but Helping sells
Can't be the one trying to sell something. How to get more value for your product.  Consulting drives outcomes.  Reduces churn.
3. Take Ownership-Don't burden customers with your org chart.
Internal friction, CSM makes clear that everything needs to come through CSM.  Bcc'd and cc'd on emails.  Don't keep the CSM out of the loop!
Not to control...to keep customer happy.
2. Understand What Your Customer Needs to be Successful--What will get them promoted? Make them into rock stars
What makes their job hard to do and how can we help.  How can we make them look better and get praise. F
or every 2-3 QBR-slides that the champion uses and presents to executive.  How are they using the platform and innovating.
1. Forget Happy Focus on Customer Outcomes--ROI>rapport
Is the customer getting value, are they adopting?
Outcomes more important than relationship.
YOU HAVE TO ASK THE DIFFICULT QUESTIONS-
Ask uncomfortable questions...
Are you renewing?
Pull nuggets out, you can't mitigate what you don't know.

# data[].attributes.body
- CS is an art! contextualize what you get/hear at Pulse and do what makes sense for your org.
- CS are people pleasers to ensure to set boundaries early. "This is the role of CSM" - we have other roles that do other things for you. "This is what is included in your contract and this is what is not." clear expectations to client about their role articulated and what it looks like for their role. May be a good idea to dust off the non service level agreement for ISI and make it a true service level agreement as a guide! or extend the idea to other products. Don't be a doer - be a guide
- Find ways to provide value and be helpful to customer - gave a good anecdote about how to engage customer on a regular basis - It's the Idea of the weekly 5 come to life.
- Don't pedal product - give advice to get value, solve a problem, reach a goal - This is why we don't have an "upsell" goal - consult to drive adoption of system and additional products
- Need to improve funneling communications through CSM - partner with sales on this for commitment - need for them to see the value and how it helps the customer as well as lend credibility to company as well as CSM
- Happy customers churn all of the time - need to get customers outcomes - not being happy
- Don't be afraid to ask how the customer is feeling about the relationship - this group even scripted the uncomfortable questions to help the team with the hard questions
-

# data[].attributes.body
- Set effective boundaries so you can function as a CASM
- Ask open-ended questions, and LISTEN; allow he conversation to control the conversation's navigation; be comfortable with the pause
- Yes/No questions close conversation. Let silence be there, as it will lead to difficult places.
- Do what you say you will do; own your mistakes
- Know the capability and value of the product
- Learn the customer's business
- Always be consulting; "selling won't help, but helping will sell"
- Take ownership - the buck stops here. Plug into everything going on.
- Understand what customer needs to be a superstar. What makes their job hard to do? Let the client own the success.
-

# data[].attributes.body
Where is this communicated with clients? How do we help them understand where the line is between what we do and what they do?
-Process page
-Sales interactions
-Exploration call
-Others?

# data[].attributes.body
https://gainsight.app.box.com/v/pulse-2018-slides/file/287382001530

# data[].attributes.headline
#1 Tip: Focus on Outcomes for Clients, not their "Happiness"

# data[].attributes.subject
#1 Tip: Focus on Outcomes for Clients, not their "Happiness"

# data[].attributes.body
-If a client is happy but unsuccessful, ultimately they will churn
-Do all of our clients have measurable, well-defined measures for success? If not, how do we help them develop those?

# data[].attributes.body
https://docs.google.com/document/d/1l3vOtDiuHw-bIPkGZSHH2I5cErzX5kavnz9-yqIXh8I/edit?usp=sharing

# data[].attributes.body
https://docs.google.com/document/d/1lRHeXcTKLfRfME1BN7TBmuKpAIeiorc2vg6ziMit_jY/edit?usp=sharing

# data[].attributes.body
https://docs.google.com/document/d/1lRHeXcTKLfRfME1BN7TBmuKpAIeiorc2vg6ziMit_jY/edit?usp=sharing

# data[].attributes.body
https://docs.google.com/document/d/1AQzAAcNQNZ2pktcGUNKzxfoNatWsgqibhv6PntcEJxM/edit?usp=sharing

# data[].attributes.body
https://docs.google.com/document/d/1Ho5KuR_g5pWbUoqesS-zgfBgtuBeozH1PKulSTiE11M/edit?usp=sharing

# data[].attributes.body
Guidebook from speaker
We all have the need to feel significant, but you need to define what it is that fills that need. Firefighting feels good, but is not a productive habit.

Take control of what it is that makes you feel significant, otherwise no one external to you will give you what you need.

Whether you feel in or out of control, you are right. You are in charge of that.
Beginner Level:
Use a control valve for email and Slack. Email is a river. Install a valve. inboxpause.com (for Gmail). You need to artificially impose this valve. Allows a focus of energy on the tasks at hand.  Check Slack maybe 30 minutes later. On-demand response destroys productivity.
Intermediate level:
Calendar:
Nothing good comes from checking email as the first activity of the day.
#1. Check the calendar and make a list for the day. Maybe the day before. Calendly.com
Advanced:
Own you channels. E.g. escalations, acct renewals, questions, etc., then calendar the day for each channel. Avoid one-offs like the plague.

# data[].attributes.body
Doc from Speaker
Accounts you are responsible for is your "book of business"
Don't be a psychic.
You need predictability.
We don't change because we need significance!  So if we are the only ones being their champion, then we are significant.  Or are we?  What makes you SIGNIFICANT?
Being significant should not be the sole purpose for your job.
Is it extrinsic or intrinsic? Who has control of your significance? You have to wait for someone to give you significance.

Time management
Define who is in control
Master the river and use a valve
You have the choice to be in control.
Email is a river (it will never stop)

Flows and floods

Create a valvue (Gain control)

What is your focus

Tactics.
1.  Inboxpause.com
2. Open the valve 6 times
Then, open the valve 3 times/day.
3. Then, Open the valve 3 times/day
Do the same for Slack...
Constant scanning our apps is counter productive.

Start at the strategic level.
Control your Calendar (Command Center)
Don't check your EMAIL first thing during the morning.
Before Check email: STOP, Make a list, What are the most important things I need to accomplish today!
Calendly.com
Allows you to set up time blocks to book times with you.  Self selecting of dates.
Advanced:
Own your Channel
Can't respond to every one.
Use chunking.  "Chunk and chew"
Lanes: Buckets (helps you stay focused)
Try to have your Forecasting
Renewals
Escalations
Trainings

# data[].attributes.body
How do you create significance in something other than fire fighting or coming in to save the day?

Email is a river - we need to use email "pausing" for when we really need to focus - like workshops and such. This allows you to control your environment. You inboxpause.com This is a Google extension.

Ditch checking your email first - before you even open the email - make a list of the most important things that you need to accomplish in one day. You're starting your day at the strategic level.

# data[].attributes.body
Incentives-
Internal motivation
Data in CS has too many limitations
Account movement
WTF Churn
Benefits of Base Comp Model:
Teamwork
Innovation
Talent
Customer Experience

"If you don't have a target you don't have a seat at the table"
2/3 base  $130,000 base $40,000K incentive.
You can't be a trust advisor is the best
Hire the right people.
Creditibalility Industry knowledge
Empathy
experience successes failure

Chris Doell-
What are my CSMs look like to my customers.
Are they your sales guy type or are they a Yoda.
Be the best of both!!
12-15% Max variable comp
Promote hunting and farming
Same KPI for complimentary products.
CARE-
Customer satisfaction
Adoption
Retention
Expansion
"One team one dream"
Too much comp will create the perception and performance of your work. My Money isn't  tied to your success.
DON'T WANT TO LOSE THE TRUSTED ADVISOR POSITION BECAUSE YOU ARE TOO INVESTING IN THE SALES END.

# data[].attributes.headline
What do you want your environment to be?

# data[].attributes.subject
What do you want your environment to be?

# data[].attributes.body
Does money contribute to the cut throat environment? Does it change how sales vs CSM work together when everyone is fighting for the same dollars?
I'm so glad that we don't fully function like some of these companies that are presenting right now. I love that we value the rate of renewal, that we all feel responsible for the renewal...and that while this will be a part of our incentive structure...it's not the whole of our incentive.

# data[].attributes.body
https://gainsight.app.box.com/v/pulse-2018-slides/file/287545977695

# data[].attributes.body
uncover risk they had no idea was there

thatour solution reallyis the solution they are looking for

challenge customer POV - "you are an expert"

Teach - Tailor - Control
during coaching sessions, review this

# data[].attributes.body
Challenge customer POV re: their need for your solutions. Pay attention to money pain points, lean into those conversations to get to deeper issues with client

# data[].attributes.body
call with intent to give client something... not just collect info re: whether or not their still happy

# data[].attributes.body
calls are focused on the value client is deriving from the product. know your value and capability.

# data[].attributes.body
Sample EBR agenda & slide example - real data, real results

# data[].attributes.headline
How do you challenge a client to adopt new practices?

# data[].attributes.subject
How do you challenge a client to adopt new practices?

# data[].attributes.body
Start with "Do you want to learn about how you can save x time/do x process more efficiently?" Client will almost always say yes.

# data[].attributes.body
https://docs.google.com/document/d/1Y_hhPMp3nH-hnbJVxWICEKaVJfgRGSORH1l9U6a-_pI/edit?usp=sharing

# data[].attributes.body
https://docs.google.com/document/d/1Li4jUg75OyRXv7mWdjrmI7uKSeRjXrtil_O4hlh2rJM/edit

# data[].attributes.body
“Customer Success is company success. It’s everyone’s job.”

# data[].attributes.body
https://gainsight.app.box.com/v/pulse-2018-slides/file/287657257732

# data[].attributes.body
We must be strategic with our time

1.  Be in control of email, slack, etc
2.  Control your calendar
3.  Own your channels
-chunk your time into lanes that have to be dealt with every week: escalations, account renewals, agenda, gainsight, prof development

# data[].attributes.body
Challenger Mentality-
When we contact customers there should be something in it for them

We need to have a clear pitch of what our job/role is:  we must value the teaching part of our job

Must document everything
-document every risk

Solutions reviews-2-4 a year depending on size of client.

Be honest with clients about product enhancements
-ask: what are you trying to solve and why?
-we can probably come up with a solution