Robert Statsky

Remote work was not really a thing when I first entered the work force. The term telecommuting was still used back then. Which is strange because the internet existed and many of the same tools that exist now were all used back then.

Video conferencing was not a thing yet either, although Skype did exist.

That said, we all went to the office, generally speaking, Monday-Friday and I generally worked from 8 or 9am to a minimum of 6pm ever weekday.

The pandemic changed all of that, and life was turned upside down for all of us in March 2020.

As I sit here righting this almost 4 years later, it’s strange to think we ever went in to an office space 5 days a week and that we would very rarely work a remote day.

The only time people worked from home is when they had a doctor’s appointment, got a piece of furniture delivered or said they were going to the dentist which in reality meant they were interviewing.

So how do you manage a remote team, create and maintain a successful culture and ensure everyone is doing what they’re supposed to do in 2024?

I’m not the best person to ask this question to. There is a ton of literature on this topic, but having managed heavily distributed teams in the last 4 years and beforehand when I had global positions there are definitely some points I can recommend.

Make sure you maintain some sort of in-person presence

I realize this was not possible during lockdowns, during outbreaks, in the masking culture, but we are passed that at this point in time. You have to meet up at some point and get to know the people you are managing and interacting with daily.

While work can get done over zoom, and you can manage a team remotely, I do not believe you can be fully productive in an entirely remote environment. I realize too that is probably controversial, and that there are those that wholeheartedly disagree with this.

That said, when I think about how I develop my teams for Customer Success, there must be some sort of in-person element to your management style.

Even if it is a lunch, happy hour, or 4-hour session once a month or every few weeks. The quantity of in-person interactions could be up for debate but I think it is paramount to assembling a culture that will last long and provide value for your organization.

I’ve been in totally remote jobs before and they are no where near as enjoyable as those that have some sort of in-person component.

I’ve also received feedback from other CSMs who have been totally remote and realized how much more they enjoyed having the option to meet people in person.

I think more people nowadays are against the rigidity of the office culture, not the in-person nature of coming to an office. Meaning, people want to get there when they want, be there for as long as they need to be and leave when they want. That is where I think we will wind up at some point in the future. But living in and around NYC I just don’t see all office work being entirely remote forever.

Have a normal team meeting each week, but make sure it has structure

You should have a standup each week and everyone should talk. It should be employee read. I’ve written a leadership playbook for how I run my meetings, but it’s critical you have a zoom at least once a week to make sure everyone is on the same page.

Have a well structured and utilized slack channel for your teams

Everyone has a different philosophy on using slack but I find most companies have too many channels, they are all confusing and too much is lost in translation. That said, you should at least have a channel for your immediate team and all updates and thoughts should be shared in there. Do not “blow people up” on slack, embarass them in the slack channel, or come down hard on them publicly or you’ll risk the channel going dark and becoming a space just for manager updates. That is the worst. You’ve then become an ineffective leader if your team is routinely talking about you in a different slack channel. Its not lost on me that it will happen regardless because most people want a safe space to vent. But if you are constantly posting messages in the team channel and no one is responding or collaborating back to you, you’ve lost the “channel.”

Make sure it’s conversational and useful, and if you can get an update out in slack instead of calling everyone together on a zoom that is good too. Just make sure you are 1000% clear on expectations and you over-stress exactly what you are looking for.

I find using a strong slack message with an accompanying image, Loom video or chart is super useful for this.

To summarize:

1. Check in on your employees consistently
2. Use slack wisely
3. Use loom videos or short video recordings to convey messaging
4. Meetup regularly in-person if possible
5. Don’t micromanage.
6. Don’t judge people for their surroundings (just insure they have virtual backgrounds if talking to customers)

As always here is what Chat GPT has to say about this:

Managing a remote Customer Success team in a SaaS company comes with its own set of challenges. Here are some best practices to ensure the success and effectiveness of your Customer Success Managers (CSMs) in a remote setting:

1. Clear Communication Channels:
   • Establish regular team meetings using video conferencing tools to maintain a sense of connection.
   • Use collaborative communication platforms for daily updates, project management, and quick queries.
2. Set Clear Expectations:
   • Clearly define roles, responsibilities, and performance expectations for each CSM.
   • Establish measurable goals and key performance indicators (KPIs) for individual and team success.
3. Performance Monitoring:
   • Implement a system for tracking and measuring CSM performance, ensuring accountability.
   • Use customer success platforms and analytics tools to monitor customer health and engagement.
4. Regular Check-Ins:
   • Schedule regular one-on-one check-ins to discuss individual goals, challenges, and career development.
   • Provide constructive feedback and celebrate successes to maintain team morale.
5. Virtual Training and Development:
   • Invest in virtual training programs to keep CSMs updated on product updates, industry trends, and best practices.
   • Encourage continuous learning through online courses, workshops, and certifications.
6. Team Building Activities:
   • Organize virtual team-building activities to strengthen the team’s bond.
   • Foster a positive and inclusive remote culture through virtual social events and informal discussions.
7. Transparent Documentation:
   • Encourage documentation of processes, best practices, and customer interactions.
   • Maintain a centralized knowledge base to ensure consistency in customer engagement.
8. Technology Enablement:
   • Provide CSMs with the necessary technology tools and resources for efficient remote work.
   • Ensure that the team has access to collaboration platforms, CRM systems, and other essential software.
9. Flexibility and Work-Life Balance:
   • Recognize the challenges of remote work and be flexible with working hours when possible.
   • Encourage CSMs to establish clear boundaries between work and personal life.
10. Recognition and Rewards:
    • Acknowledge and reward outstanding performance regularly, fostering a culture of recognition.
    • Consider virtual awards or shout-outs in team meetings to celebrate achievements.
11. Customer Feedback Loop:
    • Establish a robust feedback loop with customers to gather insights and ensure the team is aligned with customer expectations.
    • Encourage CSMs to proactively seek feedback from clients on their experiences.
12. Collaboration with Other Teams:
    • Facilitate regular communication between the Customer Success team and other departments, such as Sales, Product, and Support.
    • Ensure alignment on customer feedback and priorities across different teams.

By implementing these best practices, you can create a cohesive and high-performing remote Customer Success team, ultimately contributing to the success and satisfaction of your SaaS company’s customers.