Bad customer relationships are dangerous. Good ones can be just as dangerous.
Twice in the past few weeks, with two different clients, I've watched strong CSMs run into the same wall. These are good CSMs who care about their customers. Their champions like them, the calls are friendly, and the requests get answered fast.
But when I ask what business outcome the customer is getting, the answer is new features. Or a list of tickets closed. Or "they love us."
It's easy to mistake enthusiasm for engagement. And it's just as easy to mistake engagement for value.
An enthusiastic champion tells you the product works. It doesn't tell you whether the person who signs the renewal can explain what it's worth.
Part of the problem is built in. When you sell a technical product, the customer sends technical people. They expect technical conversations about configuration, integrations and the next release. And the CSM delivers exactly that, because that's what the relationship was set up to be.
So asking for a strategic conversation about measurable KPIs means going against what the customer thinks they bought. And the better the relationship, the riskier that feels. Why rock a boat that's sailing smoothly?
Because smooth sailing isn't the same as getting somewhere.
In my first value work, I describe first value as a down payment. It's the narrow, measurable early win that earns you the right to pursue the bigger business outcome. Ideally it's defined in the first 90 days.
But what if you're 12 or 18 months into the relationship and nobody ever defined it?
You may have to start over. If nothing measurable was ever defined, it will feel that way. But before you do, look back. There may be past wins and proof points you can build on.
Find the win that already happened. After a year of solid technical work, something has changed. Maybe cycle times are shorter, manual hours are lower, or releases go out faster. Find it and put a number on it.
Make your champion the hero. Ask them: "If your VP asked what this has done for your team, what would you say?" Most champions have never been asked. Help them build the answer, and offer to help them take it upstairs.
Name the shift out loud. "We've spent our time on the technical side, and that's paid off. Now I want to make sure we're also proving what it's worth to the business." That's not an apology. It's the next stage of the relationship.
The technical relationship isn't the problem. It's the leverage. You've earned the trust. Now spend it.
Your champion's enthusiasm won't show up in the renewal meeting. Only the number you helped them prove will.