Actionable Takeaways w/ CSM Office Hours

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This is a podcast episode titled, Actionable Takeaways w/ CSM Office Hours. The summary for this episode is: <p>A weekly segment:</p><p>CSM Office Hours</p><p>Every Tuesday. 11:30am ET.</p><p><a href="https://lu.ma/CSMOH" rel="noopener noreferrer" target="_blank">https://lu.ma/CSMOH</a></p><p><br></p><p>--</p><p><br></p><p>If you want to join the discussion with thousands of other customer success leaders, join Gain Grow Retain: <a href="http://gaingrowretain.com/" rel="noopener noreferrer" target="_blank">http://gaingrowretain.com/</a></p><p>This podcast is brought to you by Jay Nathan and Jeff Breunsbach...</p><p>Jay Nathan: <a href="https://www.linkedin.com/in/jaynathan/" rel="noopener noreferrer" target="_blank">https://www.linkedin.com/in/jaynathan/</a></p><p>Jeff Breunsbach: <a href="https://www.linkedin.com/in/jeffreybreunsbach" rel="noopener noreferrer" target="_blank">https://www.linkedin.com/in/jeffreybreunsbach</a></p>
Onboarding Processes
00:40 MIN
Getting a Meeting Back on Track
00:46 MIN
Building the Relationship Outside of the Call
00:39 MIN
Building a Community
01:02 MIN
Four Tiers of Support Cases
00:44 MIN

Jeff: Cool. So again, two goals for today: one is meet one new person, so I'm hoping in the breakout room that happens. Second goal for today is to try and get some actionable takeaways. That's what we're going to use the next about 35 minutes to go do. So I think each group will have about four minutes. So whoever your representative is, or whoever you want to nominate, just maybe tell us a little bit about your discussion, what your topic is. And then we will kick it around to the larger group. We'll run it like a normal office hours where... Open up your participant window bottom right hand corner there should be a raise hand feature. And we'll do this in an orderly fashion if we can, but I'm actually going to go... We're going to go in reverse order. We'll go with room seven. Whoever wants to come off of mute from room seven, which is Bertel, Connor, Court, Corrine, Gabriel, Julie, Kevin, or Louise. Perfect. Bertel! I could have guessed Bertel was going to be the one to come through and be the nominator from here.

Bertel: Shocking. Yes. Hi everyone! Good to see you all. So I was actually debating because I couldn't remember which was our record number, but I was calling Julie, Lewis, Connor, Kevin, and Gabriel. So thanks for sharing your insights. Today we discussed the onboarding processes for new customer success, which is, I think a topic that we all are somehow involved or you can move to a new customer as a role from a sales or marketing or technical support move to a new industry. So best practices from the people who actually went through that multiple time, or just recently for the first time. inaudible highlighted is first of all, trying to understand how your planners want to communicate with you to how far and what type of communication is it? Video conferences, UVA email, sometimes text. So how your clients like to work with you. Design a 30 to 90 days plan. I really like what Kevin said about that. You really build your plan around your why's. Go on your product, click everywhere. Why clicking here? What are the features that are behind and how that is going to help your clients? Really changing the why around your processes? Why certain processes are in place over other options? I don't, if I inaudible from Louis, so thanks Louise, identify a rapper buddy. So someone within the team that already had the experience to share best purchases and be your guide for the next 30 to 90 days, helping out. This helps to save a lot of time. Julia, as well around listening. Sorry that was Gabriel. Listening and not talking, which is something that I take personally, that I have to remind myself sometimes just to be on mute, like physically be on mute and stop talking. So listening how things are happening and really understanding the why going back to what Kevin says to then being able to challenge the inaudible once you really understand the direction of the company. So Julie provided as well really great insight around how... she joined a company recently back in October and shared as well, how she's working with her client on type of communication.

Jeff: Awesome! So it sounds like looking at onboarding into a customer success role. So how are you working with your customers when you first get onboarded into a new customer success role? And then how are you learning your product? How are you learning your internal processes? Why are things happening? So anything else anybody wants to come off of mute, maybe and add if you've got a raised hand. I know Bertel mentioned a few things in there that they talked about it as a group, but anybody have any experiences out there, things that they kept in mind as they were being onboarded into a new role? And while we're waiting for somebody to get some courage to raise their hand, I'll throw out one that we did. When we joined Higher Logic, we joined about August of last year. We did an initiative of listening to 50 customers in the first 50 days. I'm more in a director role, so I don't necessarily have my own book of business. It let me think about this a little bit different when we're looking at a customer success manager role. But that was really impactful for us. Similar to what Bertel mentioned, we went around and picked out 50 customers, a cross section, and then we were just there to listen. How are their experiences been? What have they been doing? What are some of their goals? And that was really impactful just to start to pick up the language, pick up the outcomes they're trying to drive. Really just trying to understand how our product fits into their day- to- day lives. So we did that in our first 50 days of, of joining. And that to me was really important for us to get some perspective. I like that. Connor, it looks like you got your hand raised. What are some of your thoughts here?

Connor: Yeah. So something else that I think that's important when you're a new CSM and your onboarding, this will kind of touch on what Jeff said, but just asking questions whenever possible, whether it's to your internal team," Hey, why does this product work this particular way? Have we thought about doing it this way, whatever that might be?" But also once you do start to get on the phone with clients and start talking to them differing in a way to their industry expertise, to inform how you present your solution to them and how it can help them achieve their outcomes. I know that one of the things that I did when first onboarding was asking a client if I had a good conversation going," Hey, why is that important? I've heard from other practices or other customers. This is how they use this. Does that make sense to you?" So just asking those questions and making sure that you're deferring to their expertise in the industry.

Jeff: Awesome. I appreciate that. Yeah. Good. Thinking about the questions to be asking. Also, the point you mentioned in there too, about how has this position in the market? I always like to in new roles that I joined for companies, I always like to go do competitive research as well. What are the competitors talking about on their website? What does some of their marketing look like? We're not always going to be worried about competitors, but at the same time, it's nice to see how other people are presenting solutions, presenting problems, thinking about that gives us some ideas as well. So that's been helpful. I think it's, is it Ashmit?

Ashmit: Yeah. Hi there. This is Ashmit. What I wanted to add over here was you guys are great if you already know that what you need to do for the first 50 days when you are a new CSM, but I have not been up to that level. What I got to learn was that there wasn't a hardware is basically one year down the line on what questions you need to actually ask the customers on each onboarding call and basically boil down to four questions to get them to talk about what success really looks like to them. Because when they answer that question and you can actually make that a tangible metric that you can measure, it really ties down to that point where you can demonstrate not only that they have achieved that point, but by how much they have achieved that goal. So that really brings the value down home for that customer. That becomes an evidence. Okay, this was the value you asked for. You're getting that outcome. So that is what has been going on with me lately.

Jeff: Will you drop those questions into the chat window? Those four questions?

Ashmit: Sure, absolutely. Absolutely. Doing that right away.

Jeff: Corrin it looks like you got your hand raised.

Corrin: I'll just quickly add: I think something that was really valuable for me when I joined the CS space almost a year ago was understanding the overall vision of the product from the product team. I think that that perspective really helped me understand where we were looking to innovate as a product. And then I was able to have more targeted conversations with customers around those aspects of the product and really push for adoption of those features where appropriate or valuable with the customers. So almost backing into it. Not only understanding what the business objectives are for the customer, but also what the strategic direction is for the product. And then that ultimately, I think also helps your career path as a CSN to gain influence within the organization because you're pushing forward those product features that ultimately the product team, as well as the CS or deans are valuable and are investing marketing budget into as well.

Jeff: Awesome. Yeah, I think that's great insight, and great point to be thinking about. Where's the product actually going? What are the problems that we're solving down the road? What are the jobs to be done for reason that framework so to speak? What does that actually look like as we go forward? So it's going. And then Chris let's hit on you and we'll move to the next group.

Chris: When I was, in my last role, when new people were brought on board, what we did was they always had a time with all the teams in the organization so that they were able to understand how CS impacted the other roles. And we were able to try anyway, probably not very successfully, but to break those silos and break that competition and understand how we really ultimately were supposed to be working for the customer at the end of the day. So it did help to learn, especially with how marketing, what they were doing and how it impacted what the customers were looking for and what the product roadmap was. Even with finance to make sure that we were being able to communicate with them readily over the issues that the customers had. So I thought that was a really good way to bring new people into the organization. Do a lot of... What did we call it? I forget what we called it. But anyway, that was something really useful.

Jeff: Awesome. Yeah. No, I love that too. When we joined higher logic, I went around and met with some of the functional leaders, the managers, directors in each of the departments, just to learn initiatives they're working on, what their priorities were, what were the metrics for the year. And that was really helpful as well. Like you said, I think just understanding conceptually, where are we going as a business? What's the core focus of our marketing team or customer marketing? Where are they plugging in? What are their initiatives? So I love that. It was a good idea. Awesome. We'll room seven. Thank you for your topic around onboarding and looking at how you're joining new teams and how you bring your customers into that. So we'll go room six, looks like Benjamin, Jodie, Susan, or Vick. I don't know if anybody wants to come off mute and maybe give us a topic or something that you all were we're thinking about asking the larger group here.

Benjamin: Hi there. I had a question and I know Vick seconded it. One of our jobs as a client success manager is to build relationships with our clients. And there's those times before meetings, maybe after meetings sometimes you can get off topic on certain touchy subjects. One of the instances I brought up is maybe they bring up politics and maybe their politics are different. So our question was, how do you get either back on topic, but still maintain that relationship building when those touchy subjects or off topic subjects come up in a meeting?

Jeff: Oh my gosh, this is such a good one. I feel like this is always in the forefront of my mind too, because there's always... I feel like when you have a couple of minutes before or after a meeting, you're always trying to find a way to build that personal connection. How do you build a personal connection without maybe stepping into topics that are going to get you down a rabbit hole or into a dicey waters. So we'd love to hear if anybody's got any examples or ways that they like to do that. Maybe come off of mute and give some examples. There's a couple of things that I try and do maybe to help with that. One is when I first meet a new customer, I always like to, before we even dive into anything, just start asking some questions about their interests or what they like to do, spare time, children, families, that kind of thing. And so I can document that for later purposes. So I can use that whether it's in the Salesforce account record or whatnot, just so I can have that information readily available. That's been beneficial for me just to try and do that at the beginning. And then vice versa, I'll offer up pay. I've got a wife, she's a doctor, I've got two dogs in my office constantly. Just little tidbits here or there that hopefully stay in that territory I think you're talking about, Benjamin, of just personable, relatable and ways that we can keep that relationship going. I tend to do that really quickly off the bat and that's worked for me, but I'm curious if anybody else has tactics or ways or thoughts that they've done that as well, that we can share with Benjamin and his group. Matt it looks like you've got your hand raised.

Matt: So let's try to find the unmute button. Yeah. I mean, really great what you just brought up there, Jeff. And even earlier on during your lecture, I remember you and a bunch of other folks moderating because very generic get out there and vote. It's just a very nice, direct, neutral message that you share with people. And then off of that you can definitely segue into, I mean, what are we here for? We're here for outcomes? So taking that and then if it gets uncomfortable, then you can just take it and then bring it back towards the main message of why we're all here. Again, we're all here to really honor that time. And what's the time there for? To help others achieve outcomes. But of course one thing that I always love to emphasize, especially in the world that we're in now, the world that we have been in, where we're interfacing through webcams. A number of folks I came to and spoke with." Hey, great stuff on your background. Great background that you chose. I love the colors for gain, grow, retain. I love that you always chose the green, yellow, pink at the start of things." Anything to just really, I think to your point, Ben, if something's uncomfortable, it might really detract from where you're trying to go with things." Hey, here's a shiny object, let's start talking about this." And then you can just bring it back to things and hopefully something nice and neutral will really quell those hot talks.

Jeff: Yeah. I appreciate that, Matt. I also think, Benjamin, the more I'm thinking about this as well, I think this is also just an opportunity to set boundaries in a good way. I think it might be uncomfortable at the beginning, but say," Hey, we're trying to build, build a relationship here. We're going to be working together for a long period of time. And so just want to set some expectations about things I'd love to talk about and things I wouldn't." So I even think setting some boundaries like that might be helpful in some of those instances as well. But Dana, it looks like you've got your hand raised. What are some of your thoughts here?

Dana: Oh yeah. Hi, I'm just working around the house a little bit. Yeah. I have this problem with my mom and so I would handle it the same way with a client as I would with my mom. So we got on the topic of COVID and I think politics are coming up a lot more because of that. And she would just rant and rant. You know? And so I would listen and then I would be like," Oh, interesting." But pretty much silent, I think is key because when somebody hears silence, they might think that," Okay, this person isn't agreeing or they may keep on." So then the secondary thing I do is I wait for a moment where they're taking a breath and I say," Yes, it's going to... I'm really looking forward to 2021. 2021 is going to be great! What are you doing in 2021?" I have to do that with my mom a lot. So I think I've gotten really good at dodging topics that are unpleasant, but without discounting how the person's feeling.

Jeff: Yeah. I love that first point. I think sometimes people just want to feel heard and feel listened to. And so that is also a part of relationship building. So if you can do that and then gracefully move on to the next topic, I think that's a great point, Dana. And I, I'm going to remember that now for a long time though. Every time I think about transitioning topics, I'm going to be thinking about how Dana does this with her mom. So very relatable my mom does the same thing. So I appreciate that. Let's see, Gabriel, you got your hand raised. What are some of your thoughts here?

Gabriel: Yeah. I mean, I echo pretty much what Dana said, but I think that not ignoring it, but I've had it come up a lot with clients and my go- to phrases are literally like," I hear you. Yeah." I was like," I hear you." And, and then after that. I mean, we're skilled at this, right? If you're in this role, you're good at talking and engaging in conversation and keeping things active. So I give them a couple of sentences acknowledging whatever they're saying. And then I go back to whatever we're talking about. I mean we were talking about something else before the topic. You're not usually just going to kick off straight into that. And if you did just go into that from the start and you probably want to get into the actual topic, why that meeting was booked. So I just asked them a question after that and we keep it going. And honestly, that's worked fine with me. So I can't do Dana's strategy with my parents because we're Latino. So we talk about everything and we hash it out

Jeff: I like that. One of the things that I say, Gabriel, I like the," I hear you" piece. Because normally what I say is just," Okay, cool." And then I'll just move on. I bring it over from my friend group from, so I need to get some more business language instead of just" Okay, cool." And move on to the next topic. So I like that. I hear you. Rinata, it looks like you got your hand raised.

Rinata: Yeah. I was actually going to say exactly what Gabriel just said. So hopefully you come prepared with small talk. I'm inaudible because you're familiar with where they live or if they have kids or family and you can start the conversation controlling the small talk. But if you do unfortunately find yourself in touchy conversations, then you can be very patient to say," Yep, I hear you. That kind of sucks." Or depending on how close of a relationship you have, you can be like... Everyone knows you shouldn't talk about like politics, money, or religion, in a professional setting. So you can just laugh it off and be like,"Haha, before we go too far down that rabbit hole let me make sure we have enough time for the meeting." And just make a joke of it. Because they'll probably be like,"Haha yeah."

Jeff: Awesome. Thanks Rinata. And then Adam, let's hit on you and we'll move to the next group.

Adam: Yeah. One thing that I do is make sure I'm looking at it they have a Twitter for their business or LinkedIn and trying to pull topics from them. So like, inaudible" Hey, I'm glad we can meet. I was looking at X, Y, and Z." Don't even allow that variance there, but then be like relating that back to like kind of like intermingling the personal stuff through that. So it's keeping the boat between the buoys, but not really letting it be abstract in that nature. And then you can connect say," Hey, is it cool if I can connect with you on LinkedIn afterwards?" Right? So then you're still building that relationship outside of the call, but using it to actually construct the call and make sure topics don't get too far off as well.

Jeff: Yeah. I actually love that point too, that you brought up about asking," Hey, can I connect with you on LinkedIn or Twitter or wherever?" Because I think sometimes that also is just a good way for people to be cognizant of that stuff. Maybe like," Oh man, Adam is going to go follow my Twitter. I wonder, what am I talking about on there? What's on there?" I think that might also just spur some internal thinking. So I like that asking that question kind of permission because I think that also, like you said, kind of gives you your space to do that. So that's a good point. Awesome. So group five, we've got Abby, Hayley, Lars, Morgan, Paul, or Scott. What was the topic amongst your group?

Jeremy: The topic on our side was more around community and how you can build community with customers. So probably something very close to the home, Jeff, for you. But we were just talking about how we can get customers to engage with each other in an organic setting rather than us customer success managers or executives being the intermediary and ways that people have achieved this. And I think a lot of the discussion was around... People have done various focus groups that are just smaller sets of people, but I don't know that we came up with any groundbreaking ideas as to how we can get and build a bigger community for all different touch points of our customers everywhere from the executive level down to the day- to- day person.

Jeff: Yeah. Certainly a topic that I could drone on about. So I will not. I will certainly not take over the microphone here.So we'll be looking to people in here into the bigger group. How are ways that you're trying to leverage community or how have you thought about bringing organic ways for your customers to engage? And while we're doing that, I'll give you two quick ideas or things that we're doing. One is we're bringing this office hours concept to our customers. So how do we just make it less about our product and more about the position they're in more about connecting as peers as humans? I organically think our product is going to get brought up at some point during those discussions. So I'm fine with that, but how are we at least just giving them the platform to come make those connections and just try and do it one hour a week, really easy. And so that's one thing that we're trying to do. Another, which I think we ha we try and promote, maybe I don't know the right way to say that, but we internally just are trying to promote our customer success managers to be thinking about their own books of business in that way too. So if you have a book of business and you've got 50 customers and you're like," Hey, I want to reach out to these 50 customers. I want to create like a intimate office hours group, just for those 50 where we're getting to know each other better and do this and X, Y, and Z, like we're trying to help our CSMs think about opportunities like that, where they can actually leverage instead of always having to make one- on- one connections, instead of always having to think about it that way. Like we're trying to see pace to our CSMs." Do you have ideas? Do you have ways that you want to do? Do you have ideas or ways that you want to be doing that? So that's another opportunity that we're just trying to give out as well. Jeremy, what are some of your thoughts here?

Jeremy: So this is something that we're in the process of pushing out. So ask me again in about two or three months, the success on this, but we're actually bringing a... Sorry, my kids have now answered my office for those who heard me earlier. We're actually going to be bringing basically like social, a social hour, a happy hour of, two, a subset of our customers. It's nominated by the CSM. It'll be one or two contacts, that decision- maker or champion tight level, but it's actually some... What the whole premise is around is networking is going to be a lead session networking, but also a cool part about it is anybody who signs up for it and attends. We're actually going to door dash them food to their house. When they sign up, they fill it out and we'll have a menu they pick pick from something and we, white hat will actually, are going to pay for it and send it to their house. So trying to get around the fact that we can't see people in person, to try that natural adoption you would have at these bigger events throughout the year and trying to bring smaller events that we can do monthly or every other month to bring folks to the table. So certainly something I'll be excited to share, because we're supposed to be doing our first one later this month with our customers and see the adoption and the feedback, but, looking for ways that you can make it easy for your customers to attend. And if you can get food in their hands too. It's always a great way... Food and conversation goes a long way, even if you can't meet in person.

Jeff: I think that's great. We also recently had a customer who is doing great things and was going above and beyond in terms of using our product and accomplishing some of the outcomes that they were trying to do. And so they were actually posting about it just in our online community. And then all of a sudden 10 customers were like," Hey, can I talk to you about that?" And so then we just said," Hey, we'll set up a call and record it. If you just want to invite these 10 people and kind of keep this small group discussion." But have them lead it. And that was another way, Paul too, that we just tried to leverage that customer, let them run the session. We were just there essentially to give them the technology and say," Hey, we'll record it. We'll put it on zoom. We'll make it as easy as possible, but you lead the session, you do what you want to do and bring 10 customers into it." So it was a good way. We also did that recently as well. Scott, what are some of your thoughts here?

Scott: Yeah. I was just going to quickly say that that same concept of using food can be used around diversity issues you might want to push in with your company as well.

Jeff: Yeah, I think it's great. That's a really good point. We've had to do some of that stuff internally as well. Thinking about potentially issues and things that are important to us and how do you start getting people on board and start talking about those things as a group internally? So we've definitely done that. Anybody else? Any other thoughts? Ashmit.

Ashmit: Yeah, I just wanted to point one thing over here. It pretty boils down from the kind of product you have and the kind of company and the values you have portrayed to your customers and what they think about you before implementing these processes, obviously, but Errol Gerson is one of the professors in our college art center, if you know about him. He has implemented some of the crazy ways to get in touch with his customers from sending a candy with a message wrapped over there all the way to a chocolate made telephone just to get a customer to talk to him. So if you can check out Errol Gerson, I'll type in the name over here, and some of his crazy ideas he has done to get in touch with the customers I think that should help. Thanks

Jeff: Awesome. Yeah. One other other thing I was thinking about too, Paul, is I'm very sports driven. So I was even thinking how could you invite your customers maybe to join a fantasy football league or maybe have a watch party for a certain game, a big game that's coming up, like national championship was on yesterday. Maybe it's like," Hey, we all can't go meet you can't see your friends or something, Hey, let's all hop on a zoom and watch this so that we can also connect outside of work." So that's something might be touching or dicey, but I also think I'm trying to... Again, I'm very sports driven, so for me that works, but book clubs another thing I was just thinking about, I mentioned reading books earlier, how can you get outside of the work day to day? So, but I like it. How are we going to connect like the community? Certainly something we should keep talking about more.

Paul: Thanks. No, all good. All good topics. Things I hadn't thought of.

Jeff: Awesome. Perfect. Well, we will go to a room number four, Adam, David, Greg, Chris, Renata, and Sophia. What was your topic you guys talked about today?

Greg: Hey guys, so our topic evolved a little bit within the team. It sort of started out as a question about... We focus a lot each week on what are some things that people have done that worked. And Adam had the thought of does anyone have lessons learned from things that they've realized weren't worth the time that they were doing and that they've actually stopped doing? And then that's turned out to be a win and then sort of two offshoots of that, just that we'd also be curious to get the panel's feedback on. In terms of what do you not do anymore, we think CS has a function sometimes to be a catchall role within the organization. Sales doesn't want to own it, support doesn't want to own it, someone's got to and we get stuck with it and then folding into that, like really what the scope of CS is. So I'm just curious what people have eliminated that has been successful for them. And maybe some strategies that they've implemented to stop CS from being role where things just go to get stuck and stop it from weighing you down.

Jeff: Yeah, I love that. How do we not overburden in customer success? Because I feel like there's a lot we end up just taking on or get thrown on our plate, especially when you start thinking about product feedback or having some of those discussions like," Where do you draw the line?" And" Where do I put that stuff? How do I bring it to the right people?" So open to the larger group here, anybody go through this recently and thinking about what's the responsibility or what's on the plate, the tasks, the activities, the things that we're doing in customer success and how we're kind of trying to make sure that that stays true. Louise, it looks like you got your hand raised.

Louise: One thing that we used to do is we have four tiers of support cases for every year one and two. The CSM had to go draft an email to the customer acknowledging that we were on it. But we pushed back to that with our leadership, since we already had a good support team that has established escalate. So we were just double dipping on that. If the customer wants a big strategic customers and they were mad, okay, we could escalate bring in an escalation manager and all hands on deck. But do we really need it to be sending out emails for every tier one and tier two tickets that we got during the day. That was a lot of admin work and we were not seeing a lot of value and our customers would rarely replying. So we were like," Let's keep that step and let our support experts handle the first point of contact. And if needed, when escalated, we can come in and quarterback that situation." That's giving us a lot of time back to focus on activities that really do impact the customers and not just be messaging the customer," Oh acknowledged. We're on it." And they did not any value at all.

Jeff: Yeah. That's a good one to call out. One other thing that we just did recently too, is for two weeks. We asked to track like time in a simple sheet and just said like," Hey, where are you spending time?" To all of our CSMs just for two weeks like," Hey, let's just get a handle on where are you spending time in activity?" And then see if there's overlap or things that we felt like we could move elsewhere or we can consolidate. So that's another way that we tried to address a recently, Greg. Trying to find like," Hey, over a two week span, where are we spending time? Where are we not? And where do we think we should be spending more time?" So that's one way we also looked at it. Monica, looks like you got your hand raised.

Monica: Yeah. So the support one was definitely one in my former role they've CSMs catch all and every CSM meeting, which was supposed to be about adoption and outcomes turned into tracking every single support ticket. And for strategic accounts, what we decided to do was it was a new role that was sort of spun out of support, a technical account manager. And this became an upsell opportunity and say we understand there's a lot of things going on. It could be around education support, but we think that this is someone you need to drive those conversations. That was one part. The other was with finance and getting that. I don't know if you guys have all been involved with that, but Hey the bill hasn't been paid or it's late, this and that. And CSMs really shouldn't be part of that. It really does detract about the value. So it was about letting our internal organizations know that these are some of the things that we're tackling and we really need to figure out a better way to do it. So that list of sort of what you're spending your time on. And just one more comment, one was about onboarding and how we were sort of spending time onboarding each individual customer. And in my former role, we found a way that you can actually just for a subset of segments, you could just do one onboarding webinar and a lot of people could get onboarded at once. So we sort of streamlined that as well. Couple of different things.

Jeff: Yeah. I love those examples. Looking around and saying: what are some of the larger buckets of time where we're spending? And is there somebody internally at the organization that's more suited to do this? Or is there a larger solution that we can scale up? I think it's a great idea, Monica. Nathan, you got your hand raised.

Nathan: Yeah. So I'm super happy of what everyone already said. It fills my soul guys because you're nailing it. This is the stuff that we're trying to focus on. Not just how we're being proactive. What proactive things are we doing that are actually yielding benefits to our customers? That's that next tier of going. It's not just like we can say yes to everything, right? But then that means that we're saying no to things that probably are actually really important. And so how do we limit those things that aren't that important or can be done by other teams so that we can focus on the stuff that really matters and that's going to really drive customer engagement, customer success, the value to our customers? So just reiterating everything everyone said related to that.

Jeff: Awesome. Perfect. Well, we've got about two or three minutes left, so groups one, two, and three, I could rattle off some names, but if I haven't called on you yet, and you were a spokesman hop over to ganger attain and maybe throw your questions in there. Also, if you were a spokesman already and you want to go, just go ahead and add your question back into ganger attain. We'll get some discussion on it and get some more people to weigh in. I think we've got somewhere close to 4, 000 members up there now, so I would imagine that there's going to be some discussion that will be thrown out, but I appreciate everyone joining again. I think next week, if my dates are correct, and it might not be next week, it might be the week after, but Jeremy who was on here a little bit ago mentioned that he's going to facilitate a session for us, which I'm excited about. So appreciate Jeremy for jumping up and raising his hand. So we'll get that going, but appreciate everyone joining today. Hope you liked the format. You met somebody new, you found something actionable that you can take away and we'll see you all on Thursday. If you want to join us for our leadership office hours and otherwise we'll see you next week.

Speaker 20: Hey guys, thanks so much for taking the time to listen to the gain, grow, retain podcast. If you liked what you heard, please take a moment and share the podcast with your friends and colleagues and subscribe. We really appreciate it. Talk to you soon.

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This podcast is brought to you by Jay Nathan and Jeff Breunsbach...

Jay Nathan: https://www.linkedin.com/in/jaynathan/

Jeff Breunsbach: https://www.linkedin.com/in/jeffreybreunsbach