The Power of Communication & Customer Success

A Customer Success Manager has many weapons in her arsenal but one of the most effective tools is communication. In this post, we’ll talk about why communication is so critical, as well as some actionable tips for how to communicate effectively.

You might be thinking, “I communicate great! Why is it so crucial for Customer Success professionals to communicate effectively?” The bottom line is this: communication is the basis for customer relationships and the strength of that relationship alone can at times, be reason enough to prevent churn.

The foundation for effective communication in Customer Success is simple: Say what you mean, mean what you say, do what you say you’re going to do, and don’t be afraid to deliver bad news. It may sound simple but it’s easier said than done. Remember, at the end of the day, you’re only as good as your word. If your customer loses faith in you (their Customer Success Manager), then you’re going to have a lot of problems going forward. To avoid this, you need to make sure that your integrity stays pristine even if delays pop up or issues arise with your product or previous commitments.

Communication with customers is not just limited to customers who generate revenue for your company, you should also view your colleagues as customers.

Utilize effective communication internally in order to fix issues and arrive at solutions that ultimately make the customers happy. As Customer Success Managers, we need others in our company to help us make our customers happy. Treating these internal ‘customers’ accordingly will aid you in winning with external customers more quickly and consistently.

Lastly, effective communication does not simply end at how you communicate, the communication vehicles, and who you consider to be your customer … it’s also about expanding your communicative footprint. A chief mistake that most Success professionals make is focusing solely on one or two contacts at an account. It’s crucial to branch out and talk to other users of your product at an account. In doing this, you ensure that you have additional relations at an account when your primary contact leaves for another position at another company.

Let’s take a look at how Customer Success Managers should approach communications internally and externally.

External Communications

We’re in a world that’s filled with so many ways to reach people but sometimes, an “old school” phone call can be one of the most effective ways to communicate. The ability to email, text, tweet, InstaSnap-whatever is great but some of this technology shields Customer Success Managers from having to personally deliver bad news or have tough conversations. Depending solely on electronic forms of communication also can dehumanize the most important asset we have with our customers: the relationship.

A good Customer Success Manager knows when to email and when to pick up the phone.

When you first meet a client, don’t be afraid to ask them what their preferred method of communication is. Some people truly prefer email and texting instead of phone calls or vice versa, so make sure you have their preference noted. Depending on where you’re located, an in-person visit can work wonders for building relationships but if that’s not possible, video conferences are easier than ever to do and encouraged.

There is a lot to be said for eye contact. This is especially important in delivering bad news. Have the chops to pick up the phone or do a video call if you have to have a tough conversation. Apologize if necessary, give a proper explanation and frame the expectations for how your company is going to resolve the issue. Having tough conversations with your customers with eye contact proves that you are not afraid to be transparent with them, and thus builds trust.

Of course, there’s nothing wrong with a little CYA – send a follow-up email recapping the conversation so that both parties have written documentation of the encounter. (Side Note: Customer Success Managers should follow my personal rule: If it’s not logged in your CRM system, it didn’t happen. Make sure you document every encounter. If you don’t have a CRM, write down every communications in a shared Excel sheet or Word doc.)

How do you know when you’re communicating enough? For starters, you should be on a first-name basis with your tier-1 or flagship customers. You don’t have to know how their kids’ soccer games went but if your name comes up on their caller ID, that call should always be answered.

I’ve seen how a strong relationship can bring a customer back from the edge. At a previous company, my Customer Success team had a particularly dissatisfied customer and had been trying to turn them around by email with the account for about a week.

When I caught wind of it, I didn’t send an intro email or even ask for an audience, I picked up the phone and called the contact. As luck should have it, he answered. Unfortunately, I had to deliver some bad news and even had to say “no” to some of his feature requests. However, after a long conversation, we worked out the next steps to ensure that his needs would be met in a manageable timeframe.

I firmly believe that this single phone call and direct contact saved the account. What’s more, that customer eventually upsold many times and ended up performing a lot of advocacy work for my previous employer. That was about six years ago, and to this day I still clearly remember who he is and he’d probably tell you the same thing about me.

Keep in mind that I’m not talking about Customer Success Managers who have a low or no-touch model. Having automated communications with these models is absolutely critical for scaling your Customer Success team.

Internal Communications

As I mentioned earlier, often times we are moving too fast to realize that the people within our own organization also have to be seen as “customers” and should be communicated with accordingly. Communicating effectively with your colleagues can get you to the solutions you need for your customers faster. Doing this can build stronger rapport and inclusion in the broader relationship with customers.

It’s very easy to get hot under the collar when a client chews you out for a problem that wasn’t really your fault. Wanting to let that situation roll in the direction of Product or Sales or whoever is perfectly natural, but it’s important to remember that you’re going to draw more flies with honey than with vinegar.

When you’re communicating with people inside your organization, maintain the same levels of responsiveness and professionalism that you would with an external customer. Basically, kill them with kindness. Treat everyone with respect, always say “thank you,” and give shout outs to their department heads. While you might be on the firing line from time to time, remember that these guys and gals are building, selling, and working toward the greater good of your company just as you are.

Oh, and here’s a bonus secret: Don’t be above a little bribery. In an ideal world, everyone is rational and responsive based on business priorities. In real life, you’d be surprised how much a six-pack of beer or a fifth of Grey Goose can do to grease the gears.