Customer Success Leader
Customer Success Leader

Episode · 1 year ago

Tips on Creating a Repeatable Onboarding Process w/ Lisa Fox

ABOUT THIS EPISODE

When you have as many different types of customers as Monday.com has, there needs to be some consistency in the onboarding process.

 

Monday.com Onboarding Team Manager, Lisa Fox, joins Eric in this episode to share how her team has created a repeatable onboarding process for customers. Plus, the two talk about… 

 

- Obstacles in the onboarding process and how to overcome them

 

- 3 phases for a successful onboarding

 

- Why every CS leader should have authenticity and empathy 

 

For more info, check out customersuccessleader.com or send a message to hello@flatfile.io.

 

To hear more interviews like this one, subscribe to Customer Success Leader on Apple Podcasts, Spotify, or wherever you listen to podcasts.

I've learned that. I think everyorganization sort of has to define for themselves what it means to be on boardwith their specific platform. Want to create delightful customer experiences. You're in theright place. Welcome to customer success leader, where you'll learn about the successes andstruggles of leaders who are passionate about their craft. Trust me, youwant to stick around. Here's your host, Eric Crane. Hey, welcome tothe customer success leader podcast. I'm your host, Eric Crane, andI'm here with Lisa Fox, who's The onboarding team manager at mondaycom. Hey, Lesa, how you doing? I Eric. I'm doing well. Thanks. How are you? I can't complain too much.'re Just talking beforeabout being fall, which is my favorite season. Very excited about fall flavors. That I can't say. I'm much of a coffee drinker, so noPSL's for me. Oh, I'm jealous of you. I'm currently trying tocurb my coffee consumption because working from home has really up to it, Ifound. Yeah, I believe that, especially with the full control over thecoffee maker right. Yeah, it's too...

...much control for someone like me.For a while I was just doing a full pot just to round it out, but I've cut down to about half of that. So making progress.So what's a badger like you doing in New York City? So I'm actuallyoriginally from the East Coast. I grew up in Connecticut but when I wasin high school I was just looking at schools and I think my dad offhandedly said Wisconsin would be a cool school to go to and I ended upvisiting it and falling in love with it. So I spent some years in theMidwest but then I found my way back to New York a couple ofyears after school. Yeah, yeah, we might had a little bit ofoverlap there. I spent a few years in Madison and great place to livefor sure. So tell me a little bit more about what she got goingon in New York at Mondaycom. Yeah, so I'm currently the onboarding team managerat Mondaycom, and Mondaycom is collaborative platform where you can manage all ofyour company's workflows and processes in one place. So we sort of consider ourselves awork operating system and my team is helping our new customers on board ontothe platform, so really understanding how they...

...can take their current workflow and reallyreplace it in Monday to probably streamline it, make it a little better and fasterand be able to collaborate with their teammates right there as well. GotIt. So I typically ask how our guests to find customers success that I'dlike to get a little bit more specific with you. Have you define onboarding? That's a great question. It's also sort of a million dollar question. I think I've learned that. I think every organization sort of has todefine for themselves what it means to be on board with their specific platform.So what it means for my team is that were empowering our customers to understandhow they can improve their own work, so taking whatever their existing process orworkflow is and helping them understand how they can improve that in Monday through engagingwith our team. Got It. And so, as you are going throughthe process of trying to get the customers to that point, how do youset up milestones are ensure that there's a repeatable motion to drive success within Monday? Yeah, it's a great question because...

...it really can depend on the customer. Since Monday is considered a work operating system. We have customers coming tous from completely different backgrounds. So one customer might be using Monday to buildan event planning workflow for their marketing team. At the same time you might beworking on a project to help sort of build a sprint workflow for developmentteam within even the same company. So the challenge for us is definitely tosort of set up a repeatable milestone process. But what we found is we're alwayssort of working towards that first time to value. That sort of ourprimary goal right away and on boarding is to help the customer take that firstworkflow and get it set up. What I mean by that is making surethat they have a good structure within their Monday the product, making sure thatthat person knows how to use it and can explain it to their team effectively. So what we've sort of landed on as our definition of on board isthat the couple of champions who are going to be using Monday in their organizationknow how to build a workflow in Monday...

...and can then roll that out totheir team. So when do you see a failure to launch? So aninability for customers to reach that point of value? Like where do things gowrong in this process? Yeah, I find that sort of the first pointthat can, I guess, raise trouble and on boarding is if a customerdoesn't have the right resources in place in order to start their onboarding. Sowhat I mean by that is onboarding is really sort of a collaborative effort betweenmy team at Monday and between the stakeholders from the customers end. So wereally need to make sure that there are people in place from their end toone have the time to help. I always talk to my team about this. Whoever's doing the onboarding from the customers end has a full time job.On boarding is not their full time job. They're doing this as a project.So making sure that there are people on there and to have the timeto commit to an onboarding and making sure that those people have a really solidunderstanding of the workflow that they're looking to build, that can just be achallenge off the bat to make sure that...

...we have the right people and timein place get it. That makes sense. So tell me about some of theways in which you set up repeatability in terms of technology tools. Sowhat are the ways which you're integrating technology into your process to make this moreconsistent and more likely that the customers going to reach that point of value.Yeah, that's a really timely question because it's something it's a challenge that we'reactually working to solve right now, and what we're doing is we're creating ourown sort of onboarding kit. When I started at Monday in June, theunboarding team was really new. We had just sort of started a couple ofpeople in the role and prior every CSM had been on boarding their own customers. So it was really a new function at Monday. So for the pastfew months it had a lot less parameters, a lot less boundaries around it andit was really just individuals working really closely with customers to figure out whatthey needed and kind of help them get there. But, as you mentionedit, it's sort of a process that isn't scalable, so we've put insome more structure. So with this onboarding Kit, what we're trying to dois set it up in sort of a...

...phased approach so that a customer,presumably at the end of going through phase one of our kit, will havea really good understanding of how to think about building within Monday, at theend of phase two, they'll have a good understanding of how to improve that. So through automation through INTEGRATIONS, optimizing whatever they're building, and then thethird phase of that is making sure that they're equipped with the right resources toroll it out to their team. So we're sort of taking those three componentsof what's crucial for a successful on boarding and using resources that we already haveto help the customer sort of Guide through that journey. Yeah, that makesa lot of sense. And do you have any kind of resources or guidancethat you could share potentially, like we can link it in the notes herefor other folks who are sort of responsible for building out this scalable onboarding emotioninside their organization? Yeah, absolutely, it's something that we're still working on, but I would definitely be happy to follow up once we have it allcompleted. That's great. Thank you. I love giving back to the audiencehere, so tell me a little bit...

...more. I mean, I'm abuilder, right. I love building software and understanding how it can, yoube used to solve problems, whereas technology failed you and all of this,like where do you feel like you're doing things manually that you feel like machinesshould be doing instead? Yeah, when I think about where technology has failedme, it's funny because it's not necessarily one huge thing, which I guessis a good problem to have. Definitely in my roles in customer success Ican think of a million little ways, like a feature not working when you'reshowing it on a call, Wi fi cutting out during an Ebr. Youknow, your bi tool not working when you need to pull that data thelast minute. But more holistically, I think for my team, and thisis probably a common answer, but a single dashboard or maybe piece of technologythat could really show us the health of an onboarding specifically. This is somethingthat I think customer success leaders talk about a lot, but specifically for onboarding, it's a really unique segment because it's a timeline driven project, fairly short, but it's not necessarily like other professional services projects, and that it's fundamentallycrucial to the customer and the business is...

...kind of successful partnership. So reallyunderstanding how these projects are going is really important. But it's right now somethingthat really relies on us, and by US I mean me and my team, having conversations around how is this onboarding going? There's a lot of datathat I can check in on to kind of see how many days it's been, how many milestones they've achieved, that kind of thing. But it stillreally relies on conversation to have a whole picture of how the project is going. So having something to tell me that would be amazing. Totally make senseand I appreciate the inspiration. For all the other builders out there related tothis like there's definitely still a lot of need, especially in customer success,which is so rapidly evolving. is a crucial sort of segment of business here. I mean I would argue that customer success is really the key to havinga SASS business. You need to ensure that your customers realize how you quickly, and when they don't, I can cause problems downstream. For sure.Absolutely it. Completely agree. We actually...

...recently are expanding the scope of ouron boarding services. Within Monday, when I started, we were only onboarding a small segment of customers. As I mentioned, it was a newteam sort of seeing for the first time what it's like to segment that out, but it was so successful immediately in the first few months that were alreadyworking towards expanding the scope of our services. So in the coming months will actuallybe taking every onboarding so that CSMS can really focus on moving their customersup the maturity curve and my team can focused on what we do best,which is really helping customers get started. I love it. So why didhe get into customer success in the first place? Yeah, it's a greatquestion. So, as you know, I went to school in Wisconsin.After school I really wasn't sure what I wanted to do. So my firstjob out of school is I manned for a set of twins. It wasan amazing job. I loved it very much, but I couldn't do itforever. So I was really thinking about what I was interested and I knewI wanted to return to New York and I was really interested and excited bythe burgeoning tech scene there. So I...

...started investigating the different types of rolesthat that tech companies hire for and I really immediately found a connection and customersuccess and and all of those roles I was seeing. I'd always enjoyed workingwith people, helping people. In fact, I was a tour guide in collegeand it was my favorite job I've ever had. So I really lovedspeaking with New People and kind of helping share information to help them make decisions. So when I would read job descriptions for CSM's I thought that that soundsa lot like me and like a job that I would love doing, andI recognized I might need a little experience first. So I first applied asan SDR and I was not a great SDR, but I also made reallygreat connections. I worked really hard and demonstrated that I'd be a good assetto the CS team. So I pretty quickly pivoted into CS and then sortof stayed there and have been there ever since. Yeah, and I figurethat Midwest Nice might have robbed off on you a little bit here to becauseit's definitely important to be able to build not only business relationships with our customers, but also just personal relationships to is...

...a big part of it. Oh, I completely agree. I'm sure this is not unique to me, butI know that when I'm hiring for someone or someone asks you know, whatare the crucial skills for someone in this industry, empathy is always going tobe in the top three. From me or most other C S leaders whoI speak with. Just that ability to be able to really connect with someoneand the desire to want to help them is such a crucial aspect of ourwork. Yeah, I couldn't agree more. I haven't been a CSM and haven'tworked with many other CSM's, I will say that having someone who youcan tell truly cares about you as a person and the challenges you're running intois one of the true differentiators one can have, especially inside of Customer SuccessOrganization. Yeah, absolutely so we're gonna have one time here, but Ilike to ask closing questions the same across everyone who comes on this podcast,which is just what is the best piece of advice related to customer success you'veever gotten? Yeah, it's really just to be a real person. Mightsound a little trite, but you know,...

...even especially in the current global climate, everyone is doing their best and it really just benefits both us andour customers to be real, authentic and empathetic people. I find that oursuccess is kind of mutually to Penon on each other, between the company andthe customer when it comes to customer success, and really recognizing that and working togetheras partners is what makes for those great relationships and success on both sidesof the and tacity, empathy and then intimacy ultimately, is what you reallywant with your customers and that's a true foundation of a great relationship. Exactlyright. Well, thank you so much, Lisa, for joining us again.Y'All, that was Lisa Fox, is on boarding team manager and MondaycomI'm are crane, Co founders and CEO of flat file. Thank you forlistening to this week's episode of Customer Success Leader. You depend on the fastesttime to value for your customers, so why let data on board and sellyou down? Stop emailing spreadsheets, creating...

CSP templates or setting up ATP transfers. Create collaborative, secure workspaces with your customers and their data, saving youtime while providing a memorable onboarding experience. Oh and there's no code required.You can go to flat files IO CS leader to learn more and get startedfor free. Thank you so much for joining us for this episode. CustomerSuccess leader is brought to you by flat file. If you're a fan ofthe show and want to help a share these conversations with others, leave usa rating on apple podcast. Just tap the number of stars you think theshow deserves. That's it for today. Catch you in the next one.

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