Mar Mitjavila is a Customer Experience Lead at Ledgy and a member of Vitally's Success Network.

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We all like to think we’re unique, and in many ways, we are.

Yet when it comes to change, we're surprisingly similar — most of us resist it. The human reaction is almost visceral: "Why should I pivot from what I’ve been doing just because you said so?" 

But just because most people resist change doesn’t mean it’s not worth pursuing. Change management focuses on introducing new practices that will hopefully yield positive results with widespread adoption. It's not just about getting a momentary "Yes, okay, whatever" from the team, but about helping them sustainably embrace and integrate these changes into their processes.

A part of a CSM’s job is to partner with customers in rolling out change at their organizations, but even change for the better gets pushback at times. No matter how you slice it, change management is challenging, but this approach is what’s worked best for me in my career. It helps customers gradually accept and implement change in a way that they’re comfortable with (and in a way that keeps your tool relevant in their business for the long haul).

Step #1: Figure Out What’s Working Now for Your Customers and What’s Not

When a customer signs on the dotted line, that’s like pushing over the first domino in a long row of them. Change is coming, but it’s in its infancy.

If end users don't adopt the new software, the initial purchase was ultimately for nothing. So, when should the process of change management begin?

My advice is the earlier, the better. Of course, you can't start introducing change without having something valuable to introduce in the first place. The customer needs to understand what they want to achieve and what they want to change. When I’ve introduced software in my own organization, it's not just for software's sake; it's to open up new opportunities that weren't there before.

Therefore, your first step should be asking the customer, "What would you want to change?" during the pre-sale phase. Understand what’s currently working and what isn’t. By considering their input, you can ensure the changes you implement are effective and well-received.

Real-Life Example at Ledgy: Use the Kickoff Call Wisely

Ledgy (my employer) sells the modern equity management platform. As companies grow, managing cap tables, communicating with investors and employees, and handling financial reporting all make the implementation of Ledgy more complex. This is where using the kickoff call wisely becomes crucial.

The first step in the kickoff call is understanding who is present, why they are there, and what hopes, dreams, and concerns they have about the new process or software they've invested in. As the CSM, this insight allows you to orient the implementation process to achieve these goals, know who owns what information, and anticipate potential roadblocks to onboarding. For instance, if a stakeholder is concerned about low adoption once they roll out the software to employees, address that head-on and talk about how you’ve overcome that challenge in the past.

You need to make it your mission to understand the core group responsible for the software’s internal launch, along with their individual concerns and motivations. How will their day-to-day look after the software is implemented? Will it make their lives easier? Understanding each person's goals at an individual level is key.

In short, the kickoff call is where it all starts. Identify the individual motivations and fears of everyone directly involved, including the end users. This way, you can create a plan to address those fears and show which hopes and dreams are achievable.

Step #2: Propose Solutions That Will Build Trust

Whenever you promise you'll deliver something, you need to actually deliver on it because change management doesn't work without trust. Fear comes from uncertainty, so building trust is crucial.

Consistently meeting or exceeding expectations leads to a strong customer relationship that allows for open communication. Lean on that open communication in the early days to ensure all stakeholders feel confident about the eventual announcement and execution of change they'll share with their teams. (More on this in Step #3.)

Keeping people excited about a change is also key. What keeps them engaged? Focus on goals that are personally relevant to them. If a goal only matters to their boss and not to them, progress will stall. Understand what drives each person — some are motivated by saving time, others by their next promotion, others by minimizing risk. Address these individual concerns to move the project forward successfully.

Step #3: Train Admin Users on Those Agreed-Upon Solutions

Once implementation is done, the next step is training. At Ledgy, we tailor our training based on specific goals, often creating different sessions for various departments or groups to show them how they can use our product to achieve their objectives.

Identify key decision-makers within your buyer’s company and have honest conversations with them. Ask, "How do you currently do things? What do you want to change? Do you anticipate any resistance from your team? Who might resist?" These open discussions help uncover potential obstacles early on. Emphasize the importance of transparency: "If we don't address issues now, they could cause problems later."

Having someone inside the buyer’s company who understands the impending process changes and can scout out roadblocks is invaluable. Look for this champion so you can tailor your admin training to address what’s most important to each team and ensure a smooth transition.

Step #4: Partner With Admins to Launch to the Broader Organization

So, once the training is done and the admin team knows how to navigate the system, the next step is launching Ledgy to all employees and investors who will access their information on the platform. A successful launch goes way beyond educating users about how to log in; it’s more about conveying why they should care.

We tailor employee and investor guides to align with the motivations of each company's employees. However, this can be challenging as not every HR team is fully attuned to their employees' needs.

For example,  I could teach you how to use Ledgy, but if you're unfamiliar with the ins and outs of stock options, you may question its relevance. It's crucial to gauge each department’s knowledge and interest in the topic. We emphasize that stock option plans are investments in employees' futures, and Ledgy serves as a tool to track and manage these investments effectively.

The majority of Ledgy’s customers tend to face the same frequently asked questions from their employees and share common goals for implementing our software. Based on these insights, we've developed tailored communication cadences for both the onboarding and launch phases.

We provide templates for employee communication that are easy to customize. For instance, if a company doesn't offer ESOP but virtual options instead, they can adapt the content accordingly. While the specifics may vary, the essential parts remain the same. This approach streamlines the process for our customers, ensuring they can effectively communicate the benefits of Ledgy to their teams. And on the CSM side, with scaled Customer Success processes, each of them can ensure their customers are receiving continued support and guidance throughout the process.

Step #5: Measure Adoption Post-Launch

After a launch, we review how many stakeholders have accepted their invitations and are actively engaging with Ledgy. We assess their log in frequency and platform activity. Depending on the size of the customer, we conduct these reviews on a regular basis — either quarterly, semi-annually, or annually. It's essential to understand how (and if) our customers’ employees are embracing Ledgy and if their needs have changed.

Final Thoughts: Alleviate Fear of the Unknown

Change management is a never-ending, worth-figuring-out element of thriving, growing organizations. Each change prompts a new round of adaptation and management. Ultimately, the effectiveness of change management efforts for CSMs is reflected in their customers’ adoption numbers, sentiment, and retention.

Many times, I've heard concerns from people about low customer engagement despite robust training and updates. I think this happens because people aren’t communicating the "why" behind using their software. Users need to understand why investing time and effort into the platform is worthwhile.

Fundamentally, we're all scared about change, which is why effective change management involves alleviating fear of the unknown and fostering excitement about the possibilities ahead. It's about guiding people through transitions and empowering them to embrace what’s to come.

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See what’s working well for other CS professionals like Mar by checking out the Success Network, a community-focused content hub featuring tips and innovative strategies from top thought-leaders in CS.