This is not a strategic role. Outwardly, leaders push a narrative of outcome based value. This is not how they lead or coach us on the customer success teams. Our books of business are large, they are not segmented by industry or product lines. Our variable bonus is based on GRR as it should be, but leadership has decided that our primary metric is actually calls, and every conversation ICs have with leaders are them talking at us about call volume.
For those of us who thrive on building trust and strong customer relationships, this is not that. In order to continue to hit ever increasing call targets, we are encouraged to cold call, add blind invites to calendars of unresponsive customers, lead very generic group calls, and reach out to any end user to log a call.
There is no CSM collaboration happening that isn’t framed around how to get more calls logged. If follow up from calls takes more than a few minutes, we are coached to just send customers to support, because, calls. Enablement… exists? Most of my product training is coming from asking our chat assistant questions, which is sometimes correct and sometimes not. We are told we shouldn’t be tech support, but also, pick up the phone when someone emails a support question, because, calls, but then walk them through filing a support ticket… because… job is just calls.
