Christopher Voss maps three negotiator types. Most CSMs are built for two of them- the Analyst and the Accommodator. The Assertive throws us off, until you find what they're actually negotiating for.

Most CS teams prioritize quality issues based on who escalates the loudest. This article introduces a 3-Dimension scoring model: Customer Impact × Severity × Time Sensitivity — that replaces instinct with a shared language that CS, Product, and Engineering can all act on.

Two customer meetings. My contributions in each one looked nothing alike. That contrast clarifies something CS executives rarely discuss directly: executive presence is not a fixed behavior. It is a deliberate choice, made differently every time, depending on who is in the room and what the moment calls for. The CS leaders I have seen build the strongest executive relationships are rarely the loudest in the room. They are the most deliberate about which moments deserve their

When a customer fails to realize value, it is tempting to lay that problem at CS’s door. But in most cases, the root cause is detected earlier in the customer journey. Marketing sets expectations. Sales made promises. Product capabilities are not easily proven. CS was handed a customer who was already misaligned. Read this post for practical tips and ideas to promote value and outcomes with your customers.

Most CS expansion playbooks are built on lagging signals. Usage thresholds. Seat utilization. Feature adoption. Health scores. The CSMs consistently hitting their NRR targets are watching something different. They're monitoring external signals- the ones that create expansion conditions before the customer has articulated the need.

The hardest part of becoming a CS executive isn't the strategy. It's what you have to stop doing. When I moved from VP CS to CCSO, stepping back from routine conversations with my team and other teams felt like losing control. Nobody told me that feeling was a good sign.

The CS executives who build lasting organizations are not the ones who hit NRR targets for three consecutive years. They are the ones who build the quality foundation that makes those targets repeatable, and who have the Deliberate Courage to raise the uncomfortable quality conversation in rooms where everyone else is celebrating the numbers.

In Cyber Security, can value be measured by numbers alone? That question is as relevant as ever, and as complicated as the threats we face. Metrics help in tracking detection and response times, coverage, and compliance. But they may not predict tomorrow’s level of protection amid new threats.

Learn the four strategic moves top Customer Success Managers make to finish Q4 strong — driving renewals, protecting momentum, strengthening relationships, and setting the stage for next year’s success.