![]() And you obviously, look for those moments when you see your CEO changing their mind.” 2. And so I think people do change their minds as well. I heard a cool story yesterday where there's a CEO that came from a company that's legendary for not caring about customer success, and he came into a to run a very large software company, and I thought, ‘Oh, gosh, he's not gonna care about this stuff at all.’ But he actually told his team he's evolved his thinking, and he thinks adoption and customer success is more important than sales and marketing, given that this company has a lot of existing customers. And finally, realize people do change their mind. ![]() She's meeting with their CEO next week, and just showing the ROI of all the programs she's worked on, she’s putting it in context of what the CEO cares about. Great, how are we going to help show the math.’ One of our customers is the head of CS at a big publicly traded company. Even if the CEO doesn't see (the holistic business value of CX), you can help them see it, by saying ‘Okay, the product company priorities are durable, efficient growth. CEOs never say, ‘I'm totally against something,’ or ‘I'm totally for something.’ It's always how do you prioritize these things? So you can do a lot to connect what you're working on to what the company priorities are. Nick offered this take: “It's not a binary thing. Passion is great, but passion doesn't always align.” And if you can't hire more salespeople, how are you going to hit those targets? So what's the smarter lever to then invest in? You’re putting it in terms that the CEO can really understand? You have to frame things from a much more pragmatic angle versus passion. You have to talk about what is important to the audience, so for CS leaders, let’s assume the audience is the CEO.Įllie went on to say, “If you think about the CEO there they're looking at ‘what's my revenue target?’ So if I'm trying to get from five to nine or 50 to 90, and if my gross revenue retention (GRR) is going down, how much harder does that make it for my sales team? Because every point that it drops, guess what goes up - sales targets. You cannot create a CS silo (or industry-wide, some refer to it as an echo chamber) and expect the rest of the company to appreciate the value you deliver. ![]() I love Ellie’s point given my recent focus on customer love languages. This was during a discussion about whether a company-wide approach to CX can only happen when the CEO is already committed to CX as a more holistic business outcome. “CS is not always speaking the same language as everybody else in the organization.” - Ellie Wu Thank you once again to Katie Bianchi, #ChiefCustomerOfficer of Splunk Nick Mehta, #CEO of Gainsight and Ellie Wu, CCXP, Vice President, Sales & Customer Success Center of Excellence for Insight Partners for your insights - and to Splunk for masterminding and orchestrating such an engaging event.Īnd here’s a link to a recording of the event: 1. I hope those of you who tuned in to the NovemLinkedIn Live session I facilitated on “How Going All In on CX Drives Better Business Outcomes,” hosted by Splunk, found it insightful and enjoyable.įor those who attended and others who couldn't make it, I’ve tried to distill and synthesize the conversation into the moments where I felt the biggest jolt of “wow,” or “a ha!”īelow are those 5 moments, in no particular order.
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