CSMs: Want to be strategic? Start by respecting support

Too many CSMs say they want to be strategic but still treat Support like a dumping ground for problems.

They escalate without context. They forward frustrated customer emails with no background. They assume urgency without understanding priority. They treat Support like a ticket machine instead of a strategic partner. That has to stop.

You cannot be a strategic CSM if your support team dreads seeing your name pop up. Support is one of the hardest jobs in any company. They handle frustrated customers, complex issues, constant pressure, and usually get the least recognition for the work that matters most.

And when Support is strong, everything gets better. Issues get resolved faster. Escalations decrease. Customer trust improves.CSMs get to focus on outcomes instead of firefighting.

In The Strategic Customer Success Manager, I wrote about why one of the smartest things a CSM can do is build a real partnership with Support. Because you will never be truly strategic without a strong support team beside you. This section matters more than ever:

Working with support Working in support is one of the most stressful jobs you can have. Support reps find themselves trying to solve complex issues as quickly as possible, with little context and few details. They do their best to resolve issues but rarely receive the recognition they deserve. They also take the brunt of your customers’ frustrations. In short, this team has it rough. Given these challenges, it’s wise to invest time in finding ways to collaborate effectively. When they resolve issues efficiently, it reduces escalations, strengthens customer relationships, and allows you to focus on strategy rather than firefighting.How you can help support To make their job easier—and yours too—you can: Provide clear and accurate details. If you want support to quickly address your client issues, you need to provide them with as many relevant details as possible and any necessary background information. If you forward items to them, include the severity of the issue, how it’s impacting the use of your platform, and the priority of the issue based on such factors as an upcoming renewal. Take those extra few minutes to give support the right context and details, and you’ll gain some much-needed street cred with them and get your issues addressed more quickly. Treat support as equals and with respect. Support team members are usually more junior than CSMs in terms of experience and compensation, but that should never mean that they are treated subserviently. Never talk down to the support team, and always assume the best. This isn’t a team you want to get on your bad side Streamline communication during escalations. When the crap hits the fan, and your customer is freaking out, tensions can run high. This isn’t the time to put your head in the sand and let support deal with the client’s wrath. Partner with support and act as an air traffic controller to streamline communication between your support team and the customer to ensure that issues are addressed. If you have a client who submits all their support items as escalations, you need to step in, guide the customer regarding what truly is a high-priority item, and ensure they understand your support processes. Try to get ahead of clients who abuse support by proactively handling them. For example, additional training, new product features, or an improved onboarding experience could reduce the need for customers to reach out for support. Protect your support team. Doing so strengthens relationships and improves the customer experience. One way to do this is to monitor the customers who submit the most support issues and their categories. Then, leverage that data to make a case for change with your customers. Avoid going escalation crazy. A pet peeve of support is when you escalate a ticket without reviewing the progress that has already been made. This typically happens when your client complains to you directly about a ticket they filed. In most cases, the issue is already being worked on. In addition, avoid being that person who escalates the majority of your issues or the most trivial items. This can create animosity with your support team as it will require them to drop what they are doing and look at your issue. If this happens too frequently, you’ll become the person who cried wolf, and your client’s items will be put at the back of the support queue. Even when you’re following best practices, challenges are bound to arise. If you’re consistently running into roadblocks with support, bring it up to your manager or to the support team directly. If it’s a particular individual you have an issue with, use the guidance on providing direct feedback outlined in chapter 10. Be the person who helps resolve these gaps rather than create larger ones. You will not be able to perform as a strategic CSM and be proactive in your role without a solid support team at your side. Ally with them, and you will be more successful in your role.

Source: Horenfeldt, Chad. The Strategic Customer Success Manager: A Blueprint for Elevating Your Impact and Advancing Your Career. Chapter 11, “Working with Support,” pp. 211–213.