CSM from the Trenches - 2 Techniques to Avoid the 'Overpromise and Underdeliverâ Temptation
Two techniques to avoid the overpromise-and-underdeliver temptation: focus on the product's value now, and respond to roadmap requests with empathy, not dates.
TL;DR
- The overpromise-and-underdeliver temptation most often shows up when CSMs answer customer questions about future product release dates with definitive promises they can't control.
- Technique one is to focus on the now: anchor customers in the immediate and long-term value of the product as it currently stands, which reduces the impulse to promise the future.
- Technique two is to lead with empathy: acknowledge feedback and roadmap requests without committing to specifics or dates, since CSMs influence the roadmap internally but don't control release timing.
For those just joining my blog series CSM from the Trenches, welcome. In this series I discuss trends, best practices, and advice for frontline customer success managers (CSMs).
Being on the CSM frontline allows me to directly influence the success of my clients. I love that; as my clients are successful, Iâm successful. Each day I learn from the trenches what it takes to make clients happy and successful. Letâs move forward with this week's blog post!
The âOverpromise and Underdeliverâ Temptation
Having strong relationships with clients is critical to any companyâs success. As frontline CSMs, we do all we can in order to ensure successful customer outcomes. We build relationships with existing customers, have an in-depth understanding of their clientâs goals, and help their customers meet those goals through each touch and engagement. In creating urgency for customer success throughout the lifecycle, it is easy to give in to the temptation to âoverpromise and underdeliverâ. Because this can take many forms, let me be more specific.
In my experience, to âoverpromise and underdeliverâ often focuses on specifics or delivery dates for future product releases. Because frontline CSMs deal directly with clients, we are often asked, âWhen will that be new feature be ready?â What's your response?
Iâve learned it can be a risk factor for client health to answer with a definitive date or promise. Overpromising on a product release can raise a clientâs expectations and hopes for an update that isnât even set-in-stone. This naturally sets a CSM up to fight a fire when the release doesnât meet the clientâs expectations; in other words, youâve underdelivered.
2 Techniques to Avoid the âOverpromise and Underdeliverâ Temptation
Here are 2 techniques Iâve learned to avoid this specific issue:
1. Focus on the Now
Ensure that clients understand the immediate and long term gains of your product or service as it currently stands. Bring value to each customer engagement that focuses on their key business objectives. Anchoring awareness in the âhere and nowâ reduces the impulsivity that leads to the âoverpromise and underdeliverâ temptation.
2. Be Empathetic
It can also be a risk, however, to simply ignore the topic of future product releases. My recommendation is to still avoid specifics and even details. In my opinion, one of the best things a CSM can do here is be understanding of a clientâs condition from their perspective. The virtue of being empathetic can increase positive and helpful behaviors because you focus your attention on the needs and interests of others, as well as key into shared values.
To help explain, let me illustrate an example.
A client offers feedback about a certain product functionality and lets you know that a specific update or new release in this area would greatly increase the efficiency of their workflow. For them, this is a top priority; without it, theyâre likely to be considered âat riskâ.
As their assigned CSM, you would do anything to strengthen or save the relationship. Your temptation might be to say, âThatâs a great idea. I think we might even have that on our roadmap. It should only be a few weeks (or months, etc.).â This not only sets you up to fight fires, but also sets you and your client up to fail. Because everyoneâs waiting, and what can you do when youâre waiting?
Instead of turning to details (aka the âoverpromise and underdeliverâ temptation), turn your attention to empathy; let them know the feedback is appreciated and an interesting use-case. Work to understand their specific needs, interests, and goals better, and help them achieve them with the current state of the the product (see Focus on the Now above). Most importantly - continue to be their advocate.
My final point: CSMs donât control the roadmap or the release dates. Your goal is to drive value for your customers with the current state of the product. Of course, you can influence the roadmap...just not the specifics and the dates. Your influence starts from an internal perspective, not a client-facing one.
As you engage with clients around product enhancements, I hope these 2 techniques help you âsurprise and delightâ, build confidence with your clients, and foster deep and authentic relationships.
Check out our resources below for more customer success best practices and insights for how your organization can approach customer success with the customer at the center:
eBooks:
5 Ways to Surprise & Delight Your Customers
Customer Success as a Culture: Customer Success Leaders Edition
Blog Posts:
5 Best Practices to Build a Customer Success Journey Map
3 Keys to Restoring Customer Confidence
Learn more about how ClientSuccess can help your company develop a strong Customer Success methodology and strategy with easy-to-use customer success software by requesting a 30-minute demo.
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