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4 Steps To Develop a Proactive, Confident CS Team

Success Chain

Confident Customer Success Managers

When we ask clients what they most want to have as an outcome from Customer Success (CS) training, they often indicate that they wish their Customer Success Managers (CSMs) will become more confident when working with customers.

They want customer success staff to be more proactive, deliver a great experience, and make sure the client achieves their goals.

What is interesting is that when we ask them about what their staff is like now, they are often far from this mark.

They tend to be reactive.

They tend to be “pleasers” – that is, they want to deliver everything a client asks and not push back.

They tend to be experts in the product, but not in how to help the customer get their internal staff to use the product in a way that delivers success.

And they often tend to be intimidated or uncomfortable when working with senior leaders on the customer side. Oh, and many of them to tend to be early in their careers without tons of professional experience (or life experience).

So, if this is your situation, where do you need to focus? How do you start to develop your team? Here are some essential items that will help you develop your team.

Confident Team Member

1. Develop their ability to build trusting relationships

There is a broad spectrum of proficiency when it comes to knowing how to quickly establish solid, trusting relationships that enable people to collaborate effectively. This is especially true when it comes to external staff (e.g., CSMs, consultants, etc.) trying to work with new clients.

Spending time teaching CSMs the skills, processes, and techniques on how to develop these relationships will significantly enhance their ability and confidence when working with clients.

2. Develop the ability to focus on mutual business success

CSMs need to learn how to help clients identify the business outcomes they hope to achieve through the widespread, consistent, effective use of your technology.

CSMs need to help the client shift from the features and functions of your product, to instead focus on the business outcomes they receive from the use of it.

We have found that when we teach CSMs how to discuss client and vendor outcomes in the context of mutual success, they gain the skills and confidence to “push back” effectively and professionally when the clients may ask for things that are outside the scope of what your CS team can provide.

3. Build their subject matter expertise in software adoption techniques

For CSMs to guide customers with confidence and authority, they need to have advanced knowledge about the actions that customers need to take to drive effective software adoption that will deliver the business outcomes that customers need.

If CSMs don’t know the activities that will make customers successful (and which ones to avoid that prevent success), then they will never be truly confident in leading customers.

By giving CSMs advances skills in this area, you increase both their ability to drive customer success, and their confidence to lead customer discussions on this topic.

4. Provide ongoing coaching and support to CSMs

While providing training is a great way to jumpstart CSMs knowledge and confidence, training alone is not enough.

We have found that what CSMs need is ongoing coaching and support after the initial training to help them apply what they have learned and continue to advance their skills and confidence. Based on the results we have seen from working with clients on a post-training basis, we have added this ongoing coaching and support to our training programs.

Recommendation

We have trained numerous customer success staff members in techniques around developing relationships, discussing success, managing client expectations, and methods for accelerating and sustaining effective, long-term user adoption of software.

We are constantly impressed with how quickly CSMs can grow and develop with focused training and support in these areas. If you are looking to advance your CS capabilities, we suggest you focus on these areas.

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The Top 2 Questions Customer Success Managers Should Ask in Every Meeting

Many Customer Success Managers (CSMs) struggle with lacking the confidence, or the experience, to have the most productive conversations with their clients. They tend to get nervous or uncomfortable with asking clients about business issues and discussing what it will take for the client to renew. For some reason, many CSMs just don’t come out and have a direct conversation and ask the client what’s important. Here are two simple questions that CSMs should ask in every meeting to delight clients and be able to deliver the kind of value and service that will get clients to renew year after year.

START EACH MEETING WITH THIS QUESTION

The first question happens at the very start of each meeting. When kicking off the meeting, share your meeting goal and your proposed agenda. Then, before getting into any content, ask your client, “What will make this meeting a success for you?” Or, put another way, ask, “What will make you walk away at the end of this meeting and say this was a great use of your time?”

DELIVER CLIENT VALUE IN EVERY MEETING

By starting the meeting this way, you show that you have prepared for the meeting in a way that is intended to respect the client’s time and add value to them. Stopping to ask the client what success looks likes to them reinforces that you are focused on providing value to them in every interaction, which is your ultimate goal.

Also, by explicitly asking your client what success is for this interaction, you have the opportunity to adjust on the fly to make sure the meeting is valuable to them ? no more missing the mark with clients!

USE FEEDBACK TO PIVOT AND DELIGHT YOUR CLIENT

If you’re surprised by what they say, you should ask clarifying questions to find out why this is the correct success definition for this meeting, for them.

By understanding what’s important to your client and what success is for them, you can adjust your approach and your agenda in a way that brings more value to them during their interaction with you. What could be better than that?

CLOSE EACH MEETING WITH THIS CRITICAL QUESTION

Assuming that you have set the expectation with clients that you want them to get so much value that they renew and expand their relationship for 20 years or more (you are doing that, right?). The second question will affirm your commitment to this lofty, yet achievable goal.

The second question you should ask at the end of every meeting is, “If you had to renew today, would you? “You can clarify this with some variation such as: “Have you received enough value from our relationship thus far that you would want to keep working with us and renew today?”

While you might feel uncomfortable asking this at first, if you do it as a matter of regular practice, it will quickly feel normal to you AND your client. Also, it is a very explicit reminder to your client that you ? and they ? need to focus on the business value they are getting, not just the features and functions of your software or service.

USE CLIENT FEEDBACK TO ACCELERATE SUCCESS

If the client answers “Yes, they would renew today”, that’s wonderful and keep it up. You can even ask them, “What was most valuable for you in this meeting? What would you like to see more of in the future?” After the meeting, reflect on what is working and how you can build on what you have done to keep delighting the client in the future. What worked well with this client that you should do with other clients?

If the client answers “No” (which will happen in some meetings ? especially at critical points in a project), you now have the opportunity to ask clarifying questions, to drill-down for more details and learn more about where the value leaks are for your customer. You can come back next time to share what you did with their negative feedback and work with your client to improve going forward. Feedback, while it may hurt in the short-term, is a gift that allows you to delight customers over the long-term.

TRACK THE VALUE YOU ADD & CUSTOMER HEALTH

The next thing you should do is to go through and track the answer (“Yes” or “No”) given in every single meeting. You can even combine this information with other customer usage and health data, to come up with a more comprehensive customer health score that includes accurate data about your customers’ intent to renew.

Start to look at trends in client responses. If you get more than 3 “No’s” in a row, this is an early indication that you have a problem and need to take action to address it. If you have five or more “No’s” in a row, it’s time to escalate things internally so that your executives can take action to save the account before it is too late!

Additional Resources

Want to learn more about how you can deliver amazing customer success services that delight clients and accelerate value creation? Check out Success Chain and get started today!

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When Will You Lose Your First SaaS Sale Because Your Customer Success Services Are Not Market Competitive?

Success Chain

Old School SaaS Sales: Focus on the Product

My how quickly things have changed. It seems like only yesterday, SaaS vendors were worried that getting the Customer Success (CS) teams involved in the sales process would only slow things down and prevent a sale from closing.

Today, it is increasingly the case that SaaS vendor need to showcase its customer success services to win a deal!

The New SaaS Sale: Focus on Customer Value

Organizations invest in software because they are trying to solve real-world business problems. Savvy software buyers have come to realize that what matters more than what the software does (features and functions) is what their people do with the software to create business value.

Buyers care less about all the bells and whistles within the application; they are more concerned with getting answers to two questions:

1. Can we get our people to use it in a way that will solve our business problems and create business value?

2. What customer success resources and services will the vendor provide to help me get the results I need?

Customers Need Help to Realize Value

There is a growing recognition in most buyer’s organizations that while they can often get a system live, they struggle to get their people to use it in a way that creates value.

This recognition is driving software buyers to rely on their vendor’s customer success services for help.

This has software buyers asking lots of questions during the sales process about the scope, approach, effectiveness, and maturity of prospective vendor’s customer success program.

Buyers realize that not all customer success services are created equal.

Buyers now select the vendor that has the best overall combination of products and services. They are going with the vendor that has the greatest likelihood of delivering the business outcomes they need, not the vendor with the most features, best user interface, or lowest price.

Free Guide - Evaluating Competitive Customer Success Services
Free Guide – Evaluating Competitive Customer Success Services

The challenge for most SaaS vendors is that historically they have been very product-focused. They prefer to make their revenue from licenses, not services.

SaaS Vendors Need to Deliver High-Impact Customer Success Programs

Many SaaS vendors have been slow to invest in customer success, or they have underinvested in it. Vendors primarily thought of their customer success services as a churn prevention program, and not a competitive sales differentiator.

But things are changing and changing fast.

Buyers are voting with their wallets and going with the vendor that represents the best overall value and the lowest total investment risk. It is no longer sufficient to have a great product if you don’t also have the customer success services buyers need to feel confident in their ability to achieve the business outcomes they need from purchasing your product.

Which brings us back to the question, when will you lose your first sale because your customer success services are not marketing competitive?

It will probably happen sooner than you think.

Additional Resources

Most software projects fail to deliver the expected business outcomes because of the approach the buyer takes to getting the system live and driving adoption. Most buyer’s organizations don’t have the expertise, tools, and capacity to deliver their success.

Free eCourse
Free eCourse: Why Software Projects Fail…and How to Ensure Success

This free eCourse explains many of the methodological and structural problems organizations face when dealing with software.

If you are looking to help software buyers create their own internal software success programs, we can help. Contact us to find out what we can do for you.

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3 Steps to Build Better Customer Success Relationships: “The Go-Slow to Go-Fast Approach”

Success Chain

Many well-intentioned CS professionals are so focused on the details of their product or service and are in a rush to get the customer to cover lots of information that they skip the critical relationship-building tasks that form the foundation for a strategic, trusting relationship. As a result, clients are cautious and hesitant to engage with them and introduce them to other parts of the organization. The net result is that things take much longer and are less effective than they should be.

To address this critical issue, we teach our clients the “Go Slow to Go Fast Approach” for building effective relationships.

The essence of this approach is that you need to take the time to build a trusting relationship with a client before you are ready to start working on content. When you do this, you prevent many of the delays and missteps that always slow down the process later.

The trust you build upfront – the relationship capital – will allow you and your client to move faster and further later in the process.

One of the most common problems we hear from Customer Success (CS) leaders is that their team members don’t have the right kind of relationships with their customers. They tell us:

  • We want our CS teams to work with customers on more strategic / business issues
  • Our customers view our CS team as junior, support resources
  • We can’t get the right person at our customers’ organizations to speak with us. Our only contacts are in procurement or IT.
  • Our customers won’t even get on the phone with us or engage with us
  • When we then work with their teams, and we ask them precisely what they do when engaging with customers (especially new customers), it is no wonder.

While some CS staff members instinctively know how to grow a new relationship, most customer success professionals have never learned how to build trusted, strategic relationships with their customers.

Step 1: Build a Trusting Relationship

During your initial few client interactions, you need to spend time learning about the client members with whom you will work. You need to understand who they are, their strengths and weaknesses, their view of their organization, and what constitutes success for them and their organization. It is especially important to focus on the executive sponsor(s) and your primary contact.

You also need to share with them about your background, expertise, and weaknesses. You need to demonstrate how you can help them achieve a level of success they can’t achieve on their own. Be honest and upfront with what you do well, and where you will rely on others to get the expertise they need.

Your goal is to start to learn about each other and figure out how you can work well together. Building these relationships take time and will continue over several interactions and meetings. This is not a single discussion topic on the agenda.

3 Steps to Better Customer Success Go Slow To Go Fast
3 Steps to Better Customer Success: Go Slow To Go Fast

Step 2: Agree on the Process

A crucial step in building trust is to define the process by which you will collaborate with the client team and executives. Spend time right up front asking when the executive wants to be involved in decisions, where they want to be kept updated, or where they want you or your team to handle issues for them. Directly review expectations and get agreements about roles and responsibilities for you, the client executive, and the client team. Also, discuss how these will change over time and in different project phases.

Ask how to communicate with them (phone, email, meeting, etc.) and how frequently they want to be informed. Some clients are busy and don’t want you clogging their inbox with unnecessary details. Others want to be involved in every step of the way. Find out your clients’ preferences.

Another key issue here is to discuss and agree on how to handle any conflicts, issues, or risks that will inevitably come up over the project. Make sure you have a clear escalation path and plan with your clients.

Step 3: Content Discussions

Only after you have done the upfront work of building relationships, trust, and agreeing on how to collaborate, are you ready to get into the detailed, content discussion. This is when you can start talking about your project plan, deliverables, activities, etc.

Also, make sure you have the right people in the room for these discussions. Many CS staff members make the mistake of asking the detailed content discussions to the first person they encounter, often the client executive. A better approach is to explain the nature of the exact questions that need to be covered and ask them who is the best person in their organization to address them.

Recommendation

Try the Go Slow to Go Fast Approach with your next new client and reflect on how it changes the relationship. Note where you avoid delays, conflict, and problems because you have built relationships and are transparent on roles and responsibilities. Do you have issues with current clients where you might have skipped some of the steps here? That is OK; you can go back to them now and work on building trust and agreeing on collaboration processes now. It can only help.

Additional Resources

Want to learn more about how you can improve customer relationships and success? Check out success program and learn how to deliver proactive, confident, and effective customer success services!

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5 Must Do Steps for People-Centric Customer Success

Success Chain

When customer success (CS) first came into the mainstream, many vendors focused firmly on their product. They were very focused on specific features and functions. They spent a lot of time and effort explaining the product and its roadmap to customers.

From technology focus to a customer outcomes focus

Slowly, we are seeing a shift where CS teams are focusing on understanding the customers’ business objectives and desired outcomes. The current thinking is that by focusing on business outcomes, you can better demonstrate the value that the customer is achieving from the vendor’s product. This value discussion then will lead to increased upsells and renewals. This is an important and impactful shift. But it alone is not enough.

The critical area that has long been overlooked by CS teams (and their customers) is identifying and proactively addressing the required people-behavior shift that is needed to achieve success. Once desired business outcomes have been defined, CS teams and their customers need to put people at the center of their focus and efforts. They need to concentrate on helping users – people – change their behavior so that they are adopting technology in a way that will deliver the required business outcomes.

The people – behavior challenge

The biggest challenge on the critical path to customer success is not the technology itself. It is getting people to change the way they do their job on a daily basis, to embrace the system, and use it as designed and intended. It is figuring out how to make sure that current staff quickly shift their work behaviors and adopt the new system. And then it is about making sure that new hires rapidly adopt the new desired work behaviors so that they use the system in a way that creates value. And finally, the challenge becomes how to evolve and sustain effective user behaviors as both the technology product and the customers’ organizations develop. Without this ongoing focus on ensuring users deliver desired behaviors, the customers’ success will steadily fall over time.

Implications for Customer Success

What this means for customer success teams is that they need to ensure they have the expertise, experience, tools, and methodologies to help their customers address user behavior change and ensure software adoption over the long-term. All of the KPIs, automation, onboarding conversations, and QBRs will deliver little results over the long-term if your CS team cannot help customers solve their underlying business challenge – that is, driving effective user adoption that will yield the required business results.

CS leaders looking to develop people-centric customer success should do the following:

1. Map out the critical path that a customer must take from the time of first contact (pre-sales) up to the point of achieving their desired business outcomes. What specific behavior changes are required across the user populations to deliver this result? What do your CS services due to address these critical needs?

2. Ask yourself this question: If the system was already live, people had already been trained on the technology, and we still are not effective adoption, what else could we do to change users’ behavior? If you exclude changes to technology and additional system training and focus on peoples’ behavior, could you still drive success?

3. Increase the capacity to drive behavior change. Most CS leaders will find that their organization lacks the expertise, tools, and methods to identify the various factors that affect behavior and then proactively address these to drive desired behaviors across the user groups. If you lack these skills and processes in your CS team, how will you be able to help customers address this core need?

4. Once you have the right expertise on your team, look outside of what is typically done on IT projects to figure out where different actions, tools, and methods are needed to help users change their behavior and adopt the technology. Identify where you need to change how you engage with customers to get them to take the steps that will deliver desired behavior, and in turn, business outcomes.

5. Figure out how to scale your efforts. You will quickly realize that many of your customers probably lack the expertise, experience, and ability to drive software adoption within their organization. The biggest force-multiplier you will find is that by increasing your customers’ ability to drive adoption within their organization, they will remove a large amount of burden from your CS team. You will probably need to educate your customers on effective software adoption practices and methods. And you will need to figure out how to provide this type of education to your customers in a fast, scalable way.

The Success Chain team has worked with a large number of CS teams and the buyers of software to help them increase their ability to drive and sustain effective software adoption proactively. Our proven educational programs help buyers of software develop the skills they need to increase the effective use of software within their organizations. We also have corresponding programs for vendors that teach CS teams how to help lead their customers in developing successful software adoption programs. Please contact us if you would like to learn more and see how our scalable programs can work for you and your customers.

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The Very First Question a Customer Success Team Needs to Ask

Success Chain

If you are like many customer success managers, you are probably extremely focused on the question:

“Will our customers be successful with OUR software?”

You and your team probably ask yourselves what you, as a customer success professional, need to do to ensure the customer is successful using your product.

But there is a more critical, more fundamental question you need to ask first.

You need to ask, “Can our customer be successful with ANY software?”

Shifting focus is critical

By asking if the customer can be successful with any software, you are identifying if the customer has within its internal organization the knowledge, skills, experience, and capacity required to get maximum business value from its software investments.

You are identifying if the primary problem you need to solve first is related to your customers’ organizational capacity to adopt and benefit from any technology or if the major challenge is specific to your system.

Once you understand this crucial distinction between the customers’ ability to achieve success with any software versus their ability to achieve success with your specific software, you can focus and prioritize your CS efforts on the right things.

Here is the problem

Here’s the problem

What may come as a big surprise to you, is that most buyers of software don’t know how to get their organizations to drive change, get their staff to adopt software effectively, and ensure they get the full business outcomes they expect.

The issue is not the software.

The issue is a lack of knowledge, experience, and expertise in driving new behaviors and ways of working across the organization to get the full value from the software.

When we train the buyers of software on user adoption techniques and practices, they are amazed at how many things they are doing wrong that prevent their success in getting value from software. The vast majority of these issues are people, organizational, and process issues. They are NOT specific to a given piece of software.

It doesn’t matter if it is a cloud system, on-premise, or a custom-built application. The crisis of effective user adoption is ubiquitous.

Here is the solution

Here are some questions you need to ask your customers to identify if the biggest blockers of customer success are tied to your specific product or are related to the customer’s internal ability to absorb any technology within their organizations:

  • What do you do internally to drive adoption and realize business benefits when implementing any new system? Do you have a defined user adoption program and methodology?
  • How do you ensure systems are quickly adopted and that you sustain effective adoption 3, 5, and 10 years down the road?
  • Across your software portfolio, what percent of applications are delivering the full business benefits and outcomes you expected? How many of the systems would you consider a mind-blowing business “success”? What makes them so incredible?
  • What prevents you from getting more value from your existing IT investments?
  • What will you do to ensure that your investment in our system is a success and delivers all of the business benefits you expect to achieve?
  • Where do you need our help to ensure that your investment in our system is a success and delivers all of the business benefits you expect to achieve?
Women Solving Problems

What to expect…

What you will most likely hear from your customers is that they have a plethora of systems that are NOT successful.

The vast majority of their systems are likely underused or underperforming. There is probably a lot of value leakage in their existing IT investment portfolio.

Many of your prospects and customers likely provide a limited version of “change management” (typically focused around the go-live date). These are probably the customers that report very few systems delivering full business value.

It will be the rare gem of a customer that has a structured, ongoing program to sustain effective system use (and business outcomes realization) over a 5 – 10 year period. These forward-thinking companies are likely the ones that report high success rates across their software portfolio.

The red flag for your customer success approach

When asking these questions, you will quickly see that many of your customers are unlikely to achieve great success getting value from any system, not just your system.

When you encounter this, you need to ask yourself if there is something magically different about your software. What is the magic that will lead customers to achieve success with your software when they have proven time and time again, they struggle to adopt and get value from any system?

If your software is sans magic then, you need to offer a different approach to helping your customer achieve success.

Otherwise, your system will quickly become just another underwhelming investment in your customer’s software portfolio.

Solve the first problem first

Before you waste a ton of time, resources, and effort narrowly focusing on the success of your product, you will likely need to help your customers recognize that they need to address this fundamental capability gap within their organization first.

They will need to spend time learning the principles and practices of software adoption. Then they must adjust their internal efforts to get more value from any of their software investments. Only then will they even have the potential to get full value from their investment in your system.

Your customer will be amazed at how you helped them

Realizing this, you need to focus your customer success approach on building your customer’s capacity to adopt any system effectively. They will then apply this skill to adopt your system.

And then everyone wins.

There is also an added benefit for you from this approach. By enriching your customer’s capacity to adopt any system, you will tremendously differentiate your company and your customer success program from all of your competitors.

Your customer will view you as the coveted “trusted advisor.”

Your customer will give you rare references and reviews.

Your customers will renew and expand their accounts.

And you will amaze and delight your coworkers, managers, executives, and investors.

Everybody wins.

Learn more

Success Chain provides a variety of Customer Success and Software Adoption training and consulting services to help buyers of software get full value from their IT investments.

Contact us to learn how we can help you or your customers increase their potential for software success and develop their internal software adoption programs and capacity that delivers success.

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The Secret to Get Your Customers to Drive Software Adoption on Their Own

Success Chain

For years, long before the invention of SaaS, software vendors could make tons of sales by selling customers on the idea that software would solve all (well, most) of their problems. If you bought their system, all the great features and functions baked into their product would deliver exceptional results. Vendors had polished demos that looked great and made buyers salivate. And, in many cases, the software products did do some wonderful things.

Then along came the SaaS business model. The combination of cool functionality, a sleek demo (in a clean demo environment with pristine data), fast implementations, and cheap monthly pricing made sales take off. It was so easy to get started quickly and to switch from your current vendor. Everything was great and rosy. And then came renewal time and churn. Uh-oh!

Suddenly, SaaS buyers realized they were no longer stuck with software that didn’t live up to the hype and the promise. Buyers regained some power and quickly learned that if they didn’t get the results they expected from their SaaS purchase, they could just as quickly and easily move on to another vendor and try their luck there. And the vendor hopping began.

So, if companies are regularly switching software vendors, it begs the question, “is the software the problem, or is it the ability of buyers to get value in their organization that is the problem?“

What all of this vendor hopping has taught us is that most organizations are very good at getting a system live. Still, they struggle with knowing how to get their people to use it internally in a way that delivers the expected business value and outcomes. The reality is, introducing new systems and processes into an organization adds a massive amount of change and uncertainty to the organization. And most organizations don’t know how to navigate this change and drive success.

In many cases, the buyer’s ability to drive adoption and success within their organization that is the issue, not the software. This is the core issue that SaaS vendors need to solve to reduce churn and expand accounts.

At Success Chain, we have worked with many software suppliers and software buyers to help them figure out what they can do to help drive better software adoption, organizational change, and behavior change so that organizations realize the full value of their IT investments. When we work with these groups and train their teams, they are amazed at how many things they are doing wrong that prevent their success. And when they learn how to drive software adoption, they are surprised at all the small, easy changes (and some big ones too) they can take to improve software adoption and business results dramatically!

This realization has significant implications for SaaS vendors. Since the area where software buyers are truly struggling is with change management and adoption, this is where vendors need to provide help. Vendors need to shift their efforts away from narrowly focusing on their specific product and services; instead, they need to educate their customers on appropriate change management and software adoption tactics and techniques that buyers can apply within their organization. Helping buyers maximize user adoption and achieve business outcomes is absolutely on the critical path to renewals, yet SaaS vendors often ignore this critical area.

If you are a software vendor, consider this:

  • How much easier would it be for you to reduce churn and expand your accounts if your customers were better able to accelerate and sustain the adoption of your software in their organization?
  • How much time and effort would it save your customer success, training, and support teams if your customers could do more of themselves?
  • How much easier would it be for your CS teams to have discussions with your customers about business outcomes and the adoption plans and activities they need to achieve these outcomes if your customer was already educated about the techniques they need to apply within their organization to achieve desired business outcomes?
  • Where else could you focus your valuable time, effort, and resources to improve your product or grow your company?

The challenge is that change management and user adoption is not typically a core competency of SaaS vendors. Vendors are often experts on their product and have little or no expertise (or interest) in providing software adoption services or resources. And they don’t have the ability to deliver the tools and customer education needed to solve this problem in a fast, easy, and scalable way.

Recognizing the tremendous need and challenge here, Tri Tuns has developed a creative solution to this problem. We have taken our proven software adoption training and updated it to be delivered in a fast, easy, scalable way. Our success program, gives software buyers the knowledge, tactics, and techniques they need to drive effective adoption within their organization. And since it is delivered via an online learning portal, it is available 24 x 7, wherever the buyer is located.

Imagine the possibilities of including access to online software adoption training as part of your new customer onboarding process? How great would it be if one of the first steps when you onboard a new customer is for them to get educated about how to drive their success? And since it is all online, this step can even be automated!

Want to learn more? Contact us today to learn how we partner with you to include our online software adoption training in your customer onboarding program.

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What Customer Success and Software Adoption Teams Can Learn From Nature!

Success Chain

I recently watched this great video from Sustainable Human that tells the story about how reintroducing just 14 wolves to Yellowstone National Park in 1995 had a profound impact on that natural ecosystem.

The video states that “We all know that wolves kill various species of animals, but what perhaps we’re slightly less aware that they give life to many others.” The ripple effects of introducing major changes, in this case, bringing wolves back to an environment where they have been missing for 70 years, had many positive, unintended impacts.

The video shows how introducing the wolves “radically changed” the behavior of the deer that had grazed away the vegetation across large areas of land. When the wolves came, the deer started avoiding specific areas of the park. In turn, the vegetation grew back, and other animals came to inhabit the park. Rivers also changed. The impact across the entire ecosystem was amazing, and the catalyst was traced back to just introducing 14 wolves back into the environment.

Similar things can happen in organizations when you introduce Customer Success teams (if you are a SaaS supplier) or internal software adoption efforts (if you are purchasing software). Creating groups likes these can, and should, shift the behavior across your organizational ecosystem. Creating a team, even a small team (remember, there were only 14 wolves), that is sufficiently strong enough and empowered to shift the way business is done can create new patterns of behavior across your entire organization. This can lead to new levels of success, beyond which you might never have thought possible.

But success is not guaranteed.? Wolves are a strong, powerful animal with the ability to shift the behavior of others. Your customer success team needs a strong leader with authority to make changes. The entire executive team needs to be open to questioning the way things currently work across the organization. And you need to look at all areas of your organizational ecosystem to see what else is shifting, or needs to shift, in order for the organization as a whole to thrive.

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The World Cup, Software Adoption and Customer Success

Success Chain

The most amazing thing happened after the recent World Cup game. The Japanese spectators all cleaned up after themselves in the stadium. Many of them had even brought their own trash bags to make sure that they could leave the place spotless. When have you ever heard of such a thing happening at the sports events you have attended?

So, what do Japanese sport spectators have to do with software adoption customer success? The answer is they both depend on the behavior and showing respect for others. Let me explain. The BBC article about the Japanese spectators discusses how this is a cultural phenomenon. Japanese children are taught from an early age to be respectful and to pick up after themselves. This behavior is reinforced as they grow and continues even in adulthood.

The key to software adoption and customer success is creating a culture in your organization that rewards desired user behavior. It requires you to build a culture where everyone is focused on how they do their jobs and how they use the software to ensure that everyone across the organization can use the system as designed and intended.

Most organizations get into trouble with software adoption and customer success when they narrowly focus just on system functionality. They tend to ignore modeling, driving, and reinforcing the desired work behaviors. They ignore focusing on driving user behavior where everyone is conscious and intentional about using the software as it is intended.

The BBC article goes on to say:

“With constant reminders throughout childhood, these behaviors become habits for much of the population.”

The lesson here for software adoption customer success is that you need to constantly reinforce the behavior that you want with reminders. This critical effort is oftentimes overlooked in many organizations. Who’s job is it to model this behavior? Who’s job is it to give the reminders? Who’s job is it to actually identify the desired user adoption customer success behaviors?

Another interesting point is that this behavior is a source of pride for the Japanese spectators.

“In addition to their heightened consciousness of the need to be clean and to recycle, cleaning up at events like the World Cup is a way Japanese fans demonstrate pride in their way of life and share it with the rest of us” – explains Prof North.

How can you create a culture in your organization where it is a source of pride that everyone is using the technology well? How do you create a corporate culture that rewards desired behaviors? How do you create a corporate culture where people are encouraged to make sure that they not only do their job well but that they are doing their job, and using technology systems in a way that enables others to use the data and system to excel at their jobs as well?

We can all take a lesson from these Japanese spectators about how to improve software adoption and customer success. To be more successful, focus your efforts on creating a culture and environment that rewards desired user behavior. What steps do you take to create a culture that reinforces desired norms for effectively adopting systems and technology?

Create the culture of system users taking pride in creating high-quality data the is shared throughout the organization. Think of these Japanese spectators and engage your users around these behaviors and principles. Model the behavior that you want. Be aware and take note when you see people using systems and doing their job as intended. Publicize it across your organization when you see examples of excellence in using the software effectively. If you do, you will have much greater success from your software investments!

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Learning To Drive Digital Transformation: Lessons From Roommates & House Guests

Success Chain

The rise of the digital workplace is changing how people collaborate and conduct work, forcing us to reexamine a lot of assumptions and rote behaviors. We need to rethink both how we work and how we impact others’ work.

This got me thinking that we can learn a lot about how to drive effective digital workplace behaviors by looking at how we deal with roommates and houseguests. Kind of an odd connection, isn’t it. Well, not really when you look at the underlying issues.

Over my life, I have had a lot of roommates and houseguests. I had roommates in college. When I was studying in England, I shared a flat with a bunch of international graduate students. In my twenties, I shared apartments with friends to save money. And I have had tons of people come and stay as houseguests over the years.

What is interesting in reflecting about roommates is that there are a lot of different types of people and how they approach living with others.

There are those who are extremely considerate and always clean their room and clean the common areas. And there are those who always leave dishes in the sink.

And what about houseguests? Oh, my goodness – what a range! There are those that you know they’re always going to bring a gift. There are those that are always going to clean up after themselves and be very considerate.

There are the ones who take the sheets off the bed and make sure that the place is in better shape than when they found it. And then there are the ones who always leave wet towels on the floor, the bed unmade, drop food everywhere, and then leave you with a big mess to clean up after they are gone.

What has been clear from these experiences is that roommates and houseguests each have extremely different ideas of what are appropriate behaviors, and they display far different levels of consideration for others. We see similar patterns when looking at the digital workplace.

Effective digital work requires that people adopt similar ways of working. They need to collaborate effectively using digital tools. They need to be aware of the interdependencies between how they perform their individual job and how they use software tools and the impact it has on the ability of others to also perform their job effectively.

Take, for example, something like Office 365 or a CRM system.

These technologies change how and when people need to work together.? To be effective, they require people to utilize centralized tools and adopt similar work behaviors.

People need to:

  • Share files in the correct location, with proper names, in order for others to access, collaborate, and utilize the materials.
  • Enter all required information in a CRM system in order to allow everyone across the organization to enter it.
  • Enter information with accuracy, clarity, and enough detail that anyone can quickly understand the full picture just from what is entered in the field.
  • Enter data and share files in a timely manner (ideally the moment it is generated) so that others can access the data they need, when they need it, to do their jobs.

How many times have you looked in a system and can’t find the file you need? Or looked in the CRM and found that most of the data is missing or wrong? How confident are you in using what is available? How much time do you waste trying to track down what you need? How is your customer experience impacted when you don’t have the information they already shared with your company because someone else didn’t enter it into the system?

Whether it is in the digital workplace, living with roommates, or being a houseguest, the key lesson here is that you need to focus on behavior and consideration.

  1. Pay attention to your behavior and how it impacts others. It is no longer enough to be a great individual performer if the way you work prevents others from their best performance as well.
  2. Be considerate of others. The way you do your job directly impacts how others do their job. If you are not collaborating effectively or using digital tools as defined and designed, then you are making more work for others.
  3. If you are a manager or a supervisor, it is your job to help drive the desired behaviors among your team. You need to clearly articulate the behaviors that are required from your staff.? You also need to reward people when they are considerate of others and work in a way that allows everyone to succeed. And you need to take action to correct inconsiderate or inappropriate collaboration behaviors.

Focusing on digital collaboration behaviors and ensuring all people are considerate of their impact on others’ work is essential to achieving success in the digital workplace.

Most software projects fail to deliver the expected business outcomes because of the approach the buyer takes to getting the system live and driving adoption. Most buyer’s organizations don’t have the expertise, tools, and capacity to deliver their own success.? This short video explains many of the methodological and structural problems organizations face when dealing with software.

If you are looking to help software buyers create their own internal software success programs, Success Chain can help. Contact us to find out what we can do for you.

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