I have had to be more proactive than I have ever been. Making sure I am having renewal conversations sooner, and conversations about the value we are bringing more often. But the muscle I have been working on getting stronger is the transparent conversation. If we are truly a trusted advisor we should be able to have very direct conversation around the renewal and have that transparency from the customer in return.

Learning to better delegate and rely upon my fantastic GS team when it comes to areas that are outside my expertise. Part of that has been the inclusion of our InSided product and colleagues, where I’ve been able to better showcase the value of Community to support my customers as well.

It’s all about leaning into our team and to our product-- fortunately we have the best of both here! I have also been relying more heavily than ever on leading indicators to gauge risk - Adoption low? Let’s talk about why. Lack of engagement? Think about why and how to get the customer excited to join a meeting with me. Lack of value? Seek out the low-hanging fruit for quick wins. Also, as CSMs we should leverage out expertise and ask the tough questions-- if there are blockers, we should do everything we can to raise awareness and build a path forward.