Customer Success Managers and Product Managers have two major characteristics alike: (i) at its finest, their work is driven entirely in-service of the voice of the customer, and (ii) they are masters of collaboration.
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On our recent panel discussing Customer Success and Stress, one of the panelists, Katharina Schmidt, defined stress in a way that made it clear it is not a good thing.
Customer Success Leaders have both the power and the responsibility to help manage stress on their teams. As I learned on our recent panel, though, it takes intentional work.
When we respect our teammates’ time, work, and intelligence, we can all reduce stress and stave off burnout in the workplace. The problem is that we’re all too quick to assume we’re already doing this.
Too many working mothers have been forced to choose between their job or their children. And it’s not by their own doing. Founders and leaders at the top of the organization create work environments that shame employees for having personal lives.
Managing a powerhouse Customer Success team requires a delicate balance of grit and empathy.