Navigating the Micro-Management Maze

Not long ago, I took on a consulting role to assist a client in enhancing their customer success function. In one of his initial emails, he asked, "Can you help us set up some processes and playbooks and show us what great looks like?" Intrigued, I dived into a discovery phase to clarify what they wanted to achieve, spending time getting to know their daily operations and how their go-to-market departments functioned.

As someone with a background in media research, I enjoy digging deep to uncover what causes friction and how various parts of the business can come together.

In Customer Success, we focus on building strong relationships, and the value we provide to our customers directly impacts revenue. As CS leaders, we develop our own leadership styles over time based on our experiences, which gives us confidence in our roles.

Back to the consulting gig: I quickly realised that my role in this job wasn’t just about optimising processes but also helping rebuild strong relationships internally. Trustbuilding from the inside-out:

Mirco-management is a real thing, impacting the relationship between CSMs and their manager in Customer Success.

Striking the right balance between oversight and giving team members the freedom to excel can make all the difference. This article delves into the complexities of micro-management from both the managers' and CSMs' perspectives, discussing the challenges involved and how AI can help.

The Leader's Perspective

Most CS leaders and their teams will carry a revenue target now or in the future, and for some, that comes with another layer of responsibility and stress. We feel the weight of accountability for our team’s performance. One of the first responses to this is often tapping back into our existing leadership belief systems and 'how things should get done'. We like to tell our CSMs what to do as we feel the urge to control more than we can.

It is a tough job to become a revenue forecaster if you haven't done it for long and, at the same time, feel on top of client relationships to understand churn risks and how we can expand. Stress is particularly apparent when we have to report to the CEO or the board; we often want to know it all. We micro-manage as a form of control with the fear of losing it and not being good enough. Recognising these signs is the first step towards positive change.

To break free from micro-management, focus on building and maintaining trust within your team. Effective delegation is essential, but more than that, setting up a system which clearly states what you expect from your CSMs. Be super clear about what you need from them and when, including the content of presentations, metrics and stories you like to tell. Let them be part of your success plan by providing the necessary context and allowing autonomy in execution.

Try to shift your focus from your fear to their outcomes.

As Customer Success as a function evolves, the ability to lead without micro-managing becomes increasingly important. Overcoming micro-management is a journey that requires self-reflection and ongoing commitment. As you consider your management style, focus on progress rather than perfection.

The CSM's Perspective

So, how can CSMs effectively manage their micro-managers? Here are some thoughts:

1. Understand their perspective: remember, your manager is under pressure too. Try to understand their goals and concerns.
2. Communicate proactively: don't wait for your manager to ask for updates. Provide regular, concise reports on your activities and outcomes and align them with your manager's system.
3. Establish clear expectations: work with your manager to set clear, measurable goals. This gives you a framework to operate within while allowing some autonomy.
4. Demonstrate reliability: consistently meeting (or exceeding) agreed-upon targets can help build trust and reduce the perceived need for micro-management.
5. Share your success stories: regularly communicate your wins, no matter how small. This reinforces your competence and value.
6. Propose solutions, not just problems: when challenges arise, come to your manager with potential solutions, not just the issue itself.

By effectively managing upwards, you, as a CSM, can create a more positive working environment, reduce stress, and serve your clients better. This approach allows you to build trust with your manager, gain more autonomy in your role and finally focus on what truly matters - your clients' success.

Remember, the goal isn't to avoid accountability but to create a more effective working relationship with your manager. With patience, communication, and strategic thinking, you can turn a potentially frustrating situation into an opportunity for growth and improved performance. Start there.

Finding Common Ground with AI

AI agents can significantly alleviate the micro-management issues between CSMs and Customer Success leaders as well.

Firstly, AI agents automate routine tasks, support with forecasting and flag issues quicker, freeing up CSMs to focus on building relationships with customers rather than being bogged down by administrative duties to report back. This enhances productivity and allows leaders to trust their teams to manage their time more effectively.

Moreover, AI can provide real-time insights and analytics on customer interactions and strategy, enabling CSMs to make informed decisions without needing constant oversight. CS leaders can monitor key performance indicators through their dashboards, allowing them to step back while still having visibility into team performance. This is a big stress reliever.

Additionally, AI can facilitate better communication through intelligent chatbots that handle common queries, ensuring that CSMs can concentrate on more complex customer needs. This reduces the need for leaders to micromanage daily operations, as the AI support system can manage routine inquiries efficiently.

AI helps organisations cultivate a culture of trust and autonomy, reducing micro-management while achieving higher performance and customer satisfaction.

Navigating the Micro-Management Maze

The journey from micro-management to a culture of trust and autonomy is not merely a managerial challenge; it's a transformative pathway for both Customer Success leaders and their teams.

Leaders must recognise that their instinct to micro-manage often stems from a place of stress and accountability. By shifting focus from fear to outcomes, and embracing effective delegation, they can foster an environment where CSMs feel empowered to excel.

On the other hand, CSMs have a vital role to play in this equation. By proactively managing their relationship with their leaders, speaking up and establishing clear expectations, they can create a more positive working relationship that allows for greater autonomy.

Integrating AI into the Customer Success function once again stands out as a game changer. The technology not only alleviates the burden of routine tasks but also fosters a culture of trust by providing leaders with the insights they need to step back while still maintaining oversight.

In conclusion, transforming micro-management into trust and autonomy is a journey that requires commitment from both leaders and CSMs. The rewards will be well worth the effort.

??? I am Thomas, and I help businesses turn their Customer Success function into a revenue engine. Get in touch!