Account Management Career Path – Building a career path is one of the most rewarding parts of being on a leadership team. You get to see people grow and develop, and you get to help them through the process. But if you haven’t built a career path in a while, it can be quite difficult.
Before I share tips on how to build a career ladder, I want to acknowledge that there are many different paths a CSM can take that goes beyond being an individual contributor or moving into CS leadership. But I will focus on building a career path to grow within the CSM team.
Account Management Career Path
The first part of creating a career path that I focus on is identifying the skills or “key skills” that people need at each level. You can’t just compare CSMs on their numbers because not every book of business is the same—you need to take their performance across metrics and evaluate how they demonstrate key CSM skills.
Account Managers Learning Path
A good way to start identifying the skills needed by CSMs at different levels is to think about the most successful CSMs you’ve had or worked with in the past—as well as some of the less successful CSMs you’ve worked with. You’ve done the work—and considered the expectations that they’ve overperformed or underperformed. What consistent behavior sets CSM apart from all others?
Start with a list of “general competency areas” such as relationship building, product and industry knowledge, ability to communicate product use cases at different levels in the organization, managing time to focus on the right customer, Listening capacity and productivity adjustments. to the client’s specific objectives, etc. Start with these top-level skills then determine what the expectations are around those skills at each level.
Once you have documented these skills for the various CSM levels, you need to check the language you use in the career ladder (and in your job description) is adapted to communicate clearly. That’s how you define success in the role. In designing a career path document or job description, it’s easy to fall back on “marketing jargon” and vague descriptions. Try to be as specific as possible about what the candidate must demonstrate to be successful.
If you have written both documents, it can be easy to become biased on the language used. Get internal and external feedback on how you rank characters and levels. You might also consider looking into whether people’s work experience is different from what they expected.
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Even after you’ve worked to make job expectations as clear as possible, it can be of real benefit to the people using the document when you include real-life examples of how the expected behaviors are put into practice. What does it look like? This can help CSMs take things from concept to reality to see how they can manifest in their daily work. When we look at ownership capabilities, we include examples such as: developing account and communication strategies/getting input from required stakeholders; Manage project completion, communication timelines, risks, etc. internally and externally; Act as the customer’s “go-to” person.
One of the biggest challenges in implementing a career framework is avoiding a “check the box” mentality in your team. For example: In early iterations of our career ladder, before we started breaking down the skills required in each role, we referred to things like performance in certain scenes and even time on set in more senior positions. As the ability to move. It ends up creating an expectation of “I did this, so now I’m getting a promotion. I checked a box”. As mentioned earlier, not every CSM will have the same opportunities or involvement. will be given to the book of business, so not only will you set unrealistic expectations in the near future. Ability to act on specific scenarios.
While I have the ability to see career development and promote people, we also want to encourage people to develop the skills they need to succeed at their level and the next. The best way we navigate is to turn to skills (as in tip #1). Now, it’s not a one-time event that qualifies people to advance in a company. It’s a consistent performance against expectations that we want to see. And ultimately, it has also led us to have clearer and more actionable performance and coaching conversations. There are so many career levels we can offer, so giving someone a path to progress and develop their skills will set them up for success—both inside and outside of your company. .
Rav Dhaliwal, venture capitalist at Crane and former Head of Global Customer Success – EMEA at Slack, breaks down the growing pains customer success leaders face as they scale their teams.
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Alex Hardy, former co-founder at Liveoak (acq by DocuSign), shares his lessons in building a company. One of his insights: “Investing in customer success allows us to double down on our biggest competitive advantage: speed…speed means rapidly developing the killer features our customers want.” . By doing so, we create a holistic advantage. And another gem from Hardy’s work: He says that implementing formal goal setting “gives every team member a common language for communication.”
Success Happy Hour is a weekly newsletter for customer success leaders. Each week we offer advice or frameworks from highly successful leaders, along with the best resources from that week. Subscribe here. High account turnover. Declining Account Retention. Very expensive maintenance resource/low performance. These factors are driving the transformation of the account manager (AM) role in health insurance companies. To compete in today’s highly competitive healthcare ecosystem, revenue leaders are looking to a new generation of AMs. Reactive, service-oriented, order-taking account managers give way to proactive, consultative, and cost-effective sales AMs. If your company’s retention needs have grown but your AM roles haven’t kept pace, it’s time to review your account management organization.
Does your AM health insurance organization include the following features? If so, a thorough review is required.
The Alexander Group works with clients to solve reactive MS problems. Carrier retention requirements may change, but AM’s role does not. Traditional AMs excel at customer service and complex back office tasks. However, they prefer to run the renewal process through their brokers and rely more on them to drive group relations. But with today’s thin margins and high group turnover, Ames will have to scale up to meet the new needs of carriers.
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Carriers are looking for a different breed of AM—a salesperson who wears an account manager’s outfit. This new breed of AM is consultative, comfortable in sales meetings and spending significant face-to-face time with groups and brokers in the field. New AMs know how to use account service representatives and support resources to address time-consuming service issues. Today’s modified AMs have more product and industry knowledge and can sell at cost versus cost. That’s right—sell: sell complementary products, sell value for money and drive wellness program adoption, and sell carrier value to avoid competition.
Determine the skills and abilities required for an account manager. Create a competency model and use it as a tool to assess skill gaps and AM development areas. Create levels for each competency and align competency levels with job grades.
This gives managers a way to assess their current AMs, outline expectations and quantify the behaviors required of individuals.
Create a training curriculum that targets specific skill areas and development from the competency model. Differentiated training by ability level and job grade to target specific development areas for each AM.
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Move away from one-size-fits-all training and focus on high-priority skills gaps. Better yet, use high-performing AMs to coach and train low-level, low-performing AMs. look up
Understand how MS spend their time. Make sure they focus on the right activities. Shift low-cost activities, such as customer service, to other resources.
Some AMs focus too much on service issues. Instead, help them understand where their time should be refocused. Then create better processes to reduce time-consuming service tasks.
See roles AMs work with: sales executives, support resources, back office departments. Identify gaps in the responsibilities of each role to ensure the handover works effectively. Clarify and fix any pain points with rules of engagement. Define and communicate the job responsibilities expected of the role.
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Everyone has work and needs to do their own work. Find the AM “discarding” work area; Then find out where responsibilities should be defined, communicate those responsibilities and enforce them!
Empower your account management organization with a competency model to set expectations. Then create a training curriculum to support it. With a defined skill set and capacity, a traditional AM can transform into a trusted advisor consultant and account manager. Productivity will increase as they spend more time developing the deepest client and broker relationships they can
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