How to deal with change in your company, for your clients, and for yourself

Customer success is continuously evolving, and our roles are changing all the time. It's important to acknowledge that we may not always be happy with these changes.

For those who aren’t familiar with change management, I’ll be discussing how we implement change in our companies, for our customers, and also for ourselves.

At my company Zaptic, we implement SaaS and software solutions, particularly for industries like manufacturing that may not be very tech-savvy. Often, these industries have little to no prior experience with technology.

A significant portion of our time is dedicated to managing change for individuals who aren’t comfortable with technology or with altering the way they are accustomed to doing things. This is the core of what we do.

In this article, I’ll go over the fundamentals of change management and how you can enable change in your company.

Understanding change management

Change management is about influencing people to do things differently.

Let's address a common misconception: customer success is often seen as the "sexy" department that every company wants, yet few truly understand what it entails or how to set it up for success.

As Customer Success Managers (CSMs), we must implement change within our companies, for our customers, and for ourselves. We have to get comfortable with these changes because much of our job involves setting expectations and guiding customers through doing things in new ways. This process isn’t always easy.

All change starts with individuals. You, as individuals, need to manage change for yourself. Your customers, too, are individuals – not just faceless entities. We must interact with them on a personal level.

Whether dealing with ourselves, our customers, or colleagues within our company, we often find that change management involves addressing individual needs and expectations.

It's essential to recognize that managing expectations extends to higher management and within our departments. As a Growth Coach, I work with many CSMs, helping them grow within their roles and the CS space. A common theme I hear is that their roles are constantly evolving – just when they get comfortable, new changes arise.

Recently, CSMs have been tasked with revenue KPIs. Traditionally, the role focused on strategic goals and customer outcomes. Now, there’s an added emphasis on revenue metrics, including net retention, growth retention, and expansion.

CSMs are increasingly accountable for sales-related targets, such as identifying opportunities and driving growth. They face questions about how much they sell to existing clients and are often required to track their time spent on upselling and cross-selling activities.

There is mounting pressure on CSMs to contribute to sales within the CS space. Many CSMs I speak with have noticed this shift. It's a significant change we must manage, as it redefines our roles and expectations. We need to be prepared to navigate these challenges and continue delivering value to our customers and companies.

Why people fear change

People fear change because it taps into our most basic instinct: survival. Whether in your own company or with your customers, this fear is prevalent.

Much of our role involves managing or dealing with the psychology of our clients. When we set expectations, we need to convince and persuade them. Change is challenging because it threatens our sense of security and survival.

Once we feel secure and comfortable, we can start to belong to a group or even become someone we weren't before. However, change disrupts this comfort, triggering survival fears.

Common concerns among CSMs facing changes include:

Am I going to meet my targets?
I’ve never sold anything before.
I’m not used to being salesy or pushy.
What if I don't perform well in my role?
Will I be put on a personal improvement plan?

These fears arise when our roles change and new responsibilities are introduced. It's natural to feel apprehensive about meeting these new demands.

To navigate these challenges, changing your mindset is crucial. Although it sounds simple, seeing things from a different perspective can significantly improve your role.

For instance, if you’re now bound to new targets and responsibilities, view it as an opportunity to learn and add new skills to your CV. Consider it a chance to move to another role within your company or even to a different company.

When implementing changes for your clients, remember that it takes time for them to adjust. Recent studies suggest it takes around 66 days for individuals to start feeling comfortable with new processes.

So, be patient and kind to yourself as you navigate these changes. Similarly, extend that patience and kindness to your customers and colleagues. Change doesn't happen overnight; it requires time and careful planning.

Guiding customers through change

Just as individuals fear change, your business customers do too. Implementing a new product or process in your customer's company often involves significant changes that can be daunting for them.

When I started in customer success management six years ago, I was working for an American company establishing itself in Europe. Customer success was a blurry concept, and my customers didn’t understand my role. They were used to dealing with support or account managers and couldn’t grasp the changes we were implementing with new software.

When introducing a new product to your customers, it's essential to understand their perspective. They may see it as just another piece software, questioning its necessity and the additional work it brings.

Common concerns include:

What is this new product for?
Why do we need to use it?
How much additional work will it create?
Will I understand it and perform well with it?

Your customers may resist change because it takes them out of their comfort zone, triggering their survival instincts. They might feel comfortable with their current processes and view new changes as unnecessary complications.

Communicating the "why"

To guide customers through change, start with the "why." Clearly communicate the purpose of your product and the problem it solves for their company. This understanding is crucial for gaining their buy-in. If your clients don’t grasp the reason behind the product, they’ll see it as just another task rather than a valuable tool.

Customers are primarily interested in how the product will help them perform better in their roles, so motivate your them by showing how your product will benefit them personally. Highlight how it can help them achieve their KPIs and make them look good in front of their managers.

Enable your customers by providing clear, simple steps on how to use your product effectively. Support them through the initial phases of adoption, offering guidance, training, and resources. Go above and beyond at the beginning to ensure they feel confident and competent using the new system. This early support is crucial for long-term success.

Inspire your customers by celebrating their successes, no matter how small. Highlight their achievements and progress with the new product. Frame it as a collaborative effort – working together to implement change. Reinforce that you’re there to help them look good to their managers and succeed in their roles.

Guiding customers through change requires patience, empathy, and clear communication. By understanding their fears and addressing their concerns, you can help them see the value in your product and support them through the transition. Remember, change takes time, and building trust and confidence with your customers is key to successful implementation.

Practical steps for introducing new software

When introducing new software to an entire division, there are critical steps to ensure a smooth transition and successful adoption.

First, articulate the value of the new system. Explain how it will bring significant benefits, such as cost savings and efficiency improvements, to the company. However, you can’t stop there; you must also communicate this value to the users.

When discussing the new software, focus on the vision and the value it brings. Clearly articulate how it will improve their work processes and contribute to their success. This involves facilitating information and learning, not just for the users but also for higher management. Gaining buy-in from higher-ups is crucial for ongoing support and successful implementation.

In every meeting with your customers, whether it’s a call, a meeting with the users, or a session with higher management, make it a point to highlight the wins and successes they have achieved with the new software. Celebrate the positive outcomes and progress, no matter how small. This reinforcement helps to build confidence and demonstrates the real value of the product.

Highlighting successes and maintaining a value-driven approach will help you guide your customers through the change, ultimately leading to a more positive and productive experience for everyone involved.

Enabling change in your company

One significant challenge many CSMs face is organizational misalignment. This occurs when the C-suite level doesn’t clearly understand the purpose and value of customer success.

Many companies do not have a Chief Customer Officer (CCO), leading to a lack of clarity about our role. While every company wants a customer success department because it's trendy, they often don't know what it entails or how to facilitate it.

To address organizational misalignment, it's essential to define the role of CSM clearly. Work with your manager or VP, or take on the project yourself to outline what the CSM role encompasses.

Distinguish it from sales, support, and implementation. Clearly define what CSM brings to the company. When roles are well-defined, there's less confusion and overlap, leading to better collaboration and less friction.

Higher management must understand the value of CSM to invest in it. This means effectively communicating our value and vision.

Without a clear articulation of what we do and why we are essential, higher management won't see the need to invest in us. This can result in a lack of resources, insufficient team members, and inadequate tools. For example, while Salesforce is excellent, it's primarily designed for sales, not for CSMs’ unique needs.

Cross-functional collaboration is another significant challenge. Other departments may not understand the CSM role, leading to confusion and inefficiency. It's vital to establish clear lanes for each department.

When everyone understands their responsibilities and how they complement each other, collaboration improves. Building strong relationships with sales, for example, can provide valuable insights and foster a more cohesive approach to customer success.

A critical aspect of gaining higher management's buy-in is attaching a dollar value to the CSM role. Traditionally, sales are seen as the primary revenue driver because their actions result in immediate financial returns.

In contrast, CSMs’ contributions are more subtle and long-term. However, it's essential to demonstrate that 80% of revenue comes from existing clients, a domain CSM heavily influences. By quantifying our impact, we can justify the investment in our department.

To enable change within your company, start by defining and communicating the value of the CSM role. Foster cross-functional collaboration and build strong relationships with other departments, particularly sales.

Most importantly, quantify the financial impact of CSM to secure necessary investments from higher management. By addressing these challenges, you can create a more aligned, collaborative, and effective Customer Success department.

Key takeaways for dealing with change

When dealing with change, whether within your own company or for your customers, the first step is to identify the main stakeholders. Ask yourself:

Who are the key stakeholders?
Who do I need to convince of my value and presence?
How will they be impacted by this change?

Creating a list of these stakeholders is crucial. Understand their concerns, and articulate the value you bring. Communicate effectively to ensure they recognize the importance of your role.

Securing buy-in from top management is essential. Without support from higher-ups, your efforts are likely to face significant obstacles. Make sure to:

Clearly communicate the value of your role and the changes you are implementing.
Demonstrate how these changes will positively impact the company.

Having top management's support can facilitate smoother transitions and ensure that your initiatives receive the necessary resources and attention.

Consistently articulate the value you bring to the company and your clients. This involves:

Reiterating the benefits and positive outcomes of your efforts.
Providing concrete examples of successes and improvements.
Highlighting the long-term impact on the company's goals and objectives.

By continually showcasing the value of your contributions, you can foster a better understanding and appreciation of your role, both within your company and with your clients.

Final thoughts

Dealing with change effectively requires a strategic approach. Identify and understand your stakeholders, secure buy-in from upper management, and consistently communicate the value you bring. By following these steps, you can navigate changes successfully and drive positive outcomes for your company and your customers.

Change management in customer success