Once it looks like product market “fit” has been reached, Product Managers may be quick to celebrate. Building and iterating a product until it hits this level of success takes considerable effort. Inevitably, Customer Success will provide feedback about gaps in functionality, issues with usability and obstacles in guaranteeing a stellar customer experience. While valuable information, this input can feel rather unwelcome.
Customer Success teams aren’t trying to rain on the parade, but it can sure seem that way. And this tense relationship between Product Managers and Customer Success can foster an environment of unproductive resentment that drags both teams down.
It’s a natural human reaction. The customer feedback reported by Customer Success can sound less like constructive criticism, and more like straight-up fault finding. Any suggestions offered may get automatically labeled impractical by frustrated Product Managers. Nobody wants someone standing behind them, continuously pointing out flaws in their work, especially when they’re already working hard to create a good product.
But Customer Success sees it differently – they just want to make sure the product delivers its promises to customers! And from their positions on the front lines of the customer experience, they feel like their feedback is invaluable (and they’re right). Imagine their frustration at getting labeled as “complainers” for sharing real customer feedback.
Both teams are doing their best to create products people will love – and both are having trouble effectively communicating with each other.