SlideShare a Scribd company logo
Uncharted Territory
Thinking differently about career development for
your customer experience team
LISA HUNT
Customer Success Engineer - Geckoboard
What do you want to be
when you grow up?
Who is a Customer Success
Engineer?
● Understand how the product fits together
● Maintain existing code
● Investigate bugs
● Work under pressure to solve problems
● Set clear expectations
● Handle difficult conversations with customers
How did I get here?
5 years as a bookshop
sales assistant
6 years as a part-time
computer science student
4 years as a customer
support rep
4 years as a
bookshop manager
Time to progress
to something “better”?
Myth 1:
Spending money on customer
experience is a waste of time
● 80% of companies claim to provide a superior customer experience
(but)
● Only 8% of their customers are happy with the experience*
*Source: Bain CustomerLed Growth diagnostic questionnaire, n =
Satmetrix Net Promoter database, n = 375
“Customer Experience better be at the
top of your list when it comes to
priorities in your organization.”
-Steve Cannon, President & CEO of Mercedes-Benz USA
Myth 2:
Customer-facing roles don’t
require skill
“Customer service is hard.
Anyone who tells you otherwise
is in denial, bad at it, or both.”
— Jeff Toister, Customer service author, Consultant, and Trainer
Myth 3:
Customer-facing roles are
a dead end
“A dead-end job is a job in which
there is little or no chance
of career development and
advancement into a higher paid
position.”
- Wikipedia
“Support agents are very
attractive candidates for in-house
hiring, because they're
empathetic, they know the
product, and they know the
customers.”
- Martin Koiva, co-founder of Qualitista
Then why do my best
employees keep leaving?
1. Exciting, challenging, or meaningful work
2. Supportive management/good boss
3. Being recognized, valued, and respected
4. Career growth, learning, and development
5. Flexible work environment
6. Fair pay
What makes an employee stay with you?*
*According to ‘Love 'Em or Lose 'Em: Getting Good People to Stay’ by Beverley Kaye and Sharon Jordan-Evans
(Berrett-Koehler Publishers; 5 edition - 6 Jan. 2014).
Does progression look like this?
Agent
Or like this?
But what if there are
no roles to promote into?
Stop thinking that
progression must mean leadership
Don’t you need a fully
developed progression path?
Here’s what you need:
Employees who care about
progression and your
product
The ability to have a
conversation with your team
members
An idea of where your
customer experience can
improve
Step 1:
Ask team members what they
enjoy about their current role
Step 2:
Identify how their passion could
help improve your product
Encourage
specialization
Do not need to delay new
features
Bugs team within Customer Success
Improved communication
between success, product,
and engineering teams
Able to identify and fix bugs
more quickly
Enables the team to provide
better support
Specialization doesn’t
need to be technical
Training coordinator
Create training programs &
cycles for customer teams
“Trainer training” for leadership
to help them onboard new
starters or coach their teams
Know which skills are needed
for frontline staff and
encourage their progression
Encourage
diversification
Support Operations team
Focus on business needs,
not frontline support
Ensure that processes and
reporting are in place, freeing up
frontline staff to focus on the
customer needs
Understand the needs of the
customer support team
Diversification does not need to
involve one particular team
“Voice of the Customer” team
Ensures that tone is
consistent throughout the
customer journey
Create customer relationships
for case studies and increased
referrals
Able to raise customer needs
with other teams
Encourage
curiosity
Feature request research
Understand the need
behind each request
Build a better productImprove the experience of
requesting new features - make
the customer feel heard
Encourage
succession planning
Delegate leadership
tasks
Identify matches for management
Create room for skill-sharing
and promotion to leadership
roles as they become available
Enable existing managers to
take leave or vacations — no
one should be indispensable
If you create the opportunity,
your team will invent their
own paths
Careers are journeys taken together,
not ladders to climb alone!

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Lisa Hunt Refresh 19: Career development for your customer experience team

  • 1. Uncharted Territory Thinking differently about career development for your customer experience team LISA HUNT Customer Success Engineer - Geckoboard
  • 2. What do you want to be when you grow up?
  • 3.
  • 4. Who is a Customer Success Engineer?
  • 5.
  • 6.
  • 7. ● Understand how the product fits together ● Maintain existing code ● Investigate bugs ● Work under pressure to solve problems ● Set clear expectations ● Handle difficult conversations with customers
  • 8. How did I get here?
  • 9. 5 years as a bookshop sales assistant 6 years as a part-time computer science student 4 years as a customer support rep 4 years as a bookshop manager
  • 10.
  • 11. Time to progress to something “better”?
  • 12. Myth 1: Spending money on customer experience is a waste of time
  • 13. ● 80% of companies claim to provide a superior customer experience (but) ● Only 8% of their customers are happy with the experience* *Source: Bain CustomerLed Growth diagnostic questionnaire, n = Satmetrix Net Promoter database, n = 375
  • 14.
  • 15.
  • 16. “Customer Experience better be at the top of your list when it comes to priorities in your organization.” -Steve Cannon, President & CEO of Mercedes-Benz USA
  • 17. Myth 2: Customer-facing roles don’t require skill
  • 18.
  • 19. “Customer service is hard. Anyone who tells you otherwise is in denial, bad at it, or both.” — Jeff Toister, Customer service author, Consultant, and Trainer
  • 21. “A dead-end job is a job in which there is little or no chance of career development and advancement into a higher paid position.” - Wikipedia
  • 22.
  • 23. “Support agents are very attractive candidates for in-house hiring, because they're empathetic, they know the product, and they know the customers.” - Martin Koiva, co-founder of Qualitista
  • 24. Then why do my best employees keep leaving?
  • 25. 1. Exciting, challenging, or meaningful work 2. Supportive management/good boss 3. Being recognized, valued, and respected 4. Career growth, learning, and development 5. Flexible work environment 6. Fair pay What makes an employee stay with you?* *According to ‘Love 'Em or Lose 'Em: Getting Good People to Stay’ by Beverley Kaye and Sharon Jordan-Evans (Berrett-Koehler Publishers; 5 edition - 6 Jan. 2014).
  • 26. Does progression look like this?
  • 28. But what if there are no roles to promote into?
  • 29.
  • 30. Stop thinking that progression must mean leadership
  • 31. Don’t you need a fully developed progression path?
  • 32.
  • 33. Here’s what you need: Employees who care about progression and your product The ability to have a conversation with your team members An idea of where your customer experience can improve
  • 34. Step 1: Ask team members what they enjoy about their current role
  • 35. Step 2: Identify how their passion could help improve your product
  • 36.
  • 38. Do not need to delay new features Bugs team within Customer Success Improved communication between success, product, and engineering teams Able to identify and fix bugs more quickly Enables the team to provide better support
  • 40. Training coordinator Create training programs & cycles for customer teams “Trainer training” for leadership to help them onboard new starters or coach their teams Know which skills are needed for frontline staff and encourage their progression
  • 42. Support Operations team Focus on business needs, not frontline support Ensure that processes and reporting are in place, freeing up frontline staff to focus on the customer needs Understand the needs of the customer support team
  • 43. Diversification does not need to involve one particular team
  • 44. “Voice of the Customer” team Ensures that tone is consistent throughout the customer journey Create customer relationships for case studies and increased referrals Able to raise customer needs with other teams
  • 46. Feature request research Understand the need behind each request Build a better productImprove the experience of requesting new features - make the customer feel heard
  • 48. Delegate leadership tasks Identify matches for management Create room for skill-sharing and promotion to leadership roles as they become available Enable existing managers to take leave or vacations — no one should be indispensable
  • 49. If you create the opportunity, your team will invent their own paths
  • 50. Careers are journeys taken together, not ladders to climb alone!