High Touch CSM PDP

This page contains the different roles within the High Touch Customer Success Manager (CSM) path. Choose the relevant role you want to learn about. You can also enter the “Professional Path” to access the relevant skills and resources (coming soon!). 🔙

Renewal Team
High Touch CSM
Scale CSM

Choose the roles

Associate High Touch CSM
High Touch CSM
Senior High Touch CSM
Principal High Touch CSM
IC Path
Senior Principal High Touch CSM (N/A)
Strategic High Touch CSM (N/A)
Management Path
CS Team Manager
Senior CS Team Manager (N/A)
CS Group Manager (N/A)
CS Regional Director

Choose the competencies

All
Product knowledge
Ownership and impact
Teamwork and collab
Relationship
Communication
Coach and develop
Team management
Data driven

Associate High Touch CSM

Professional Path

The role of an entry-level CSM. In most cases, the individual will grow within different customer-facing positions in the company into the CSM role. At that level, the CSM will prove basic ability to manage a book of business (might be partial) through the different lifecycle stages. The CSM will become proficient in monday product, will prove the ability to build strong relationships (internally and externally), drive product adoption, and show a great sense of ownership.

Product knowledge

Familiar with 90% of the basic and advanced functionalities of the platform.

Behaviors

  • Autonomous ability to build advanced workflows and dashboards for common customer use cases
Ownership and impact

The role requires the ability to take full ownership of satisfaction, adoption, and retention of medium size book of business that consists of small/medium size accounts (25-250 users). The CSM will be focusing on making an impact while working with clients, making the greatest impact and value in every customer interaction by driving adoption and making sure the implemented solution is solving major business challenges for the customer.

Behaviors

  • The CSM will follow all of the required internal processes such as Logging client calls, developing an account plan, providing product feedback, and escalating risks
  • Speaks openly about risks with team lead and team members; will actively identify areas where help of any kind is needed to get a customer to achieve the full value of our product
  • Demonstrates strong trust with leadership and team members
  • Can analyze basic data provided to them in order to set the right internal objective for their account plan
  • Should be familiar with the most common “plays” to reach their account’s objective
  • Becoming proficient in executing the most common basic “plays”
  • Invests time in accordance with their account plan
  • Identifies cases in which accounts require more attention to reach their desired outcome and act accordingly while considering their portfolio segmentation and customer needs
  • Dedicates time to activities with the greatest impact potential, a clear correlation between time spent and impact achieved
  • Implements solutions that solve major business challenges for the customer
Teamwork and collab

The CSM will act as a great team player, and will build great relationships internally with his/her peers in the CSM, Sales and CX teams. The role requires building and maintaining relationships with low-level managers, team leaders and process owners.

Behaviors

  • CSM will actively seek opportunities to collaborate in order to get many opinions on a given challenge
  • Positive and productive daily communication with many team members.
Relationship

The role requires building and maintaining relationships with low-level managers, team leaders and process owners.

Behaviors

  • Maintains about 3 strong relationships per account (given accounts are small/medium size)
  • Will actively act to replace champions if the need arises. Strong ability to increase the amount of relationships

High Touch CSM

Professional Path

The role of a CSM who manages independently a full book of business through the different account lifecycle stages while owning small and medium-sized accounts. The CSM will develop strong product knowledge to implement advanced and varied types of use cases. The CSM will build strong relationships with our champions and will drive a healthy adoption with the accounts. The CSM will build strong relationships with his peers and colleagues from CS, CX, and Sales departments while initiating discussions and brainstorming sessions to optimized solutions for our clients.

Product knowledge

Familiar with 90 % of the basic and advanced functionality of the platform.

Behaviors

  • Autonomous ability to build advanced workflows and dashboards for common customer use cases
  • Ability to implement complex workflows and speak to their business value and overall ROI
  • Can understand client’s business and goals as they relate to the usage of our product and recommend an optimal solution on the call
  • Understands pros/cons for using main/core product features and some advanced functionalities to get to the optimal workflow
Ownership and impact

The role requires the ability to take full ownership of satisfaction, adoption, and retention of a full book of business that consists of small/medium size accounts (25-250 users). The role requires focusing on making an impact while working with clients, making the greatest impact and value in every customer interaction by driving adoption and making sure the implemented solution is solving major business challenges for the customer. CSM should have a strong measurable impact on CS KPIs and metrics.

Behaviors

  • The CSM will follow all of the required internal processes such as Logging client calls, developing an account plan, providing product feedback, and escalating risks.
  • Dedicates time to activities with the greatest impact potential, a clear correlation between time spent and impact achieved
  • Implements solutions that solve major business challenges for the customer
  • Ability to forecast all major events accurately 3 months in advance through clearly understanding the client’s business strategy
  • Speaks openly about risks with team lead and team members
  • Actively identify areas where help of any kind is needed to get a customer to achieve the full value of our product
  • Demonstrates strong trust with leadership and team members
  • Can analyze advanced data provided to them in order to set the right internal objective for their accounts
  • Will familiarize themselves with their client’s business goals by conducting effective discovery and industry research
  • Should be familiar with the most common “plays” to reach their account’s objective
  • Becoming an expert in executing the most common “plays”
  • Should have a client-facing Success Plan with most accounts
  • CSM will invest time in accordance with their account plan
  • Identifies cases in which accounts require more attention to reach their desired outcome and act accordingly while considering their portfolio segmentation and customer needs
Teamwork and collab

The HT CSM will act as a great team player, will build great relationships internally with his/her peers in the CSM, sales and CX teams. CSM will actively seek opportunities to collaborate in order to get many opinions on a given challenge.

Behaviors

  • Works with the team to brainstorm complex problems and to increase professional team collaborations
  • Collaborates effectively with all crossfunctional partners as required to do day-to-day role: CSG/Sales/R&D/Partners
  • Initiates brainstorming sessions to jointly tackle complex problems and increase collaboration
Relationship

The role requires building and maintaining relationships with low-level managers, team leaders and process owners.

Behaviors

  • Ability to build and maintain strong relationships with primary champions, familiar with business objectives of champions
  • Can speak to general personal information on a limited amount of contacts per account
  • Maintains many (as needed by customer size and complexity) strong relationships per account
  • Will actively act to replace champions if the need arises
  • Strong ability to increase the amount of relationships
  • Has relationships with multiple stakeholders in the organization such as IT/Procurement/Senior Leadership

Senior High Touch CSM

Professional Path

The role of a Senior CSM who manages independently a full book of business through the different account lifecycle stages while owning medium and large accounts. In this role, the CSM is expected to manage independently complex processes, become a product expert, help peers, and have a positive impact on the team by leading short-term side projects. *Can also assume “Lead” position

Product knowledge

Familiar with 90 % of the basic and advanced functionality of the platform. Actively keeps up with the latest product releases.

Behaviors

  • Autonomous ability to build advanced workflows and dashboards for complex customer use cases driven by the thorough discovery process
  • Able to quickly reach the optimal workflow. CSM will be able to speak to the pros/cons of different solutions
  • Ability to implement complex workflows and speak to their business value and overall ROI
  • Fully understand the client’s business and goals as they relate to the usage of our product and beyond to recommend optimal solutions on the call that will result in great ROI for the client
  • Understands pros/cons for using a varied range of product features to get to the optimal workflow
  • Familiar with most common apps and widely used workflows
Ownership and impact

The role requires the ability to take full ownership of satisfaction, adoption, and retention of a large book of business that consists of medium/large size accounts. In addition to the expected impact from a CSM, the senior CSM role requires to make a more significant internal impact. The Senior CSM will take ownership on short-term side projects to support the team and the company. The Senior CSM will work with team members in the CS and other departments to drive product and solution knowledge, brainstorm challenges, and improve processes. The Senior CSM is expected to take active actions to support company-wide initiatives (such as conferences, Product feedback, Product development, marketing initiatives, etc).

Behaviors

  • Takes ownership of projects and supports company-wide initiatives (such as conferences, Product feedback, Product development, marketing initiatives, etc), to support the team and the company
  • Works with team members to drive product and solution knowledge, brainstorm challenges, and improve processes
  • Follows all of the required internal processes such as Logging client calls, developing an account plan, providing product feedback, and escalating risks
  • Demonstrates proactive involvement in improving processes if needed and will set an example in the way they utilize existing processes
  • Ability to forecast all major events accurately 6 months in advance through clearly understanding client’s business strategy
  • Being familiar with client goals from the individual level up to the company level
  • Proactively researches client’s industry to pick up on trends/risks
  • Speaks openly about risks with team lead and team members
  • Actively identify areas where help of any kind is needed to get a customer to achieve the full value of our product
  • Demonstrates strong trust with leadership and team members
  • Analyzes advanced data provided to them and obtain custom data points if needed in order to set the right internal objective for their accounts
  • Familiarizes themselves with their client’s business goals by conducting effective discovery and industry research. CSM should be familiar with the most common “plays” to reach their account’s objective
  • An expert in executing complex “plays” that may involve multiple stakeholders
  • Should have a client-facing Success Plan with most accounts
  • Invests time in accordance with their account plan. CSM will identify cases in which accounts require more attention to reach their desired outcome and act accordingly while considering their portfolio segmentation and customer needs
  • Shows proven ability to implement customer engagement models (regular cadence/steering community/office hours) that correlate with customer’s priorities and needs
Teamwork and collab

The CSM will act as a great team player, will build great relationships internally with his/her peers in the CSM, sales and CX teams. CSM will effectively engage and create strong relationships with Builders and other departments. CSM will actively seek opportunities to collaborate in order to get many opinions on a given challenge.

Behaviors

  • The CSM will support other CSMs with product and professional help, will drive and lead brainstorming and will show the ability to work with other departments within the company (product, integration experts, marketing, etc.)
  • Collaborates effectively in more complex settings such as a large account, project group, implementation of a complex solution (for example, partners app development)
  • Proactively drives collaboration outside of primary cross-functional partners
  • Helps other professionals with technical solutions
Relationship

The role requires building and maintaining strong relationships with mid-level managers (ENT), VP/C levels (MM), team leaders and process owners.

Behaviors

  • Develops internal advocates. Highly familiar with champions’ business goals and personal information
  • Keeps a detailed record of professional and personal information of champions
  • Develops account maps that may include people’s KPIs and personal goals
  • Maintains many (as needed by customer size and complexity) strong relationships per account
  • Actively act to replace champions if the need arises
  • Should position themselves as trusted advisors in a way that new contacts are actively reaching out to them
  • Strong ability to increase amount of relationships
  • Has strong relationships with multiple stakeholders in the organization such as IT/Procurement/senior leadership
  • Develops relationships with commercial points of contact to reduce dependence on AM
  • Utilizes different tools (technological or other) to increase the amount of relationships

Principal High Touch CSM

Professional Path
Product knowledge

Acknowledged product expert who fully controls basic and advanced product functionality. Will be fluent in implementing different “Solutions” by understanding their main pitfalls and high-level objective. Demonstrates such knowledge as a go-to person in the team.

Behaviors

  • Autonomous ability to build advanced workflows and dashboards for complex customer use cases driven by an effective discovery process
  • Balances effectively between conducting strong discovery to optimize a workflow and quickly and proactively recommending solutions without needing too much context
  • Leverages their experience and confidently speak to pros/cons of different solutions
  • Ability to implement complex workflows and speak to their business value and overall ROI from team level to company level
  • Familiar with different existing solution’s value propositions and able to recommend those when necessary to clients
  • Fully understand the client’s business and goals as they relate to the usage of our product and beyond to recommend optimal solutions on the call that will result in great ROI for the client
  • Understands pros/cons for using most product features to get to the optimal workflow
  • Familiar with many apps and a variety of workflows
  • Attends conferences & represents monday in specific areas of product and industry expertise
  • Demonstrates a high level of expertise in the application of the monday WorkOS and products on top of functionality
  • Utilizes internal and external support resources for enrichment on professional topics
Ownership and impact

The role requires the ability to take full ownership of satisfaction, adoption, and value of strategic and complex accounts while leading other CS resources in various client interactions. In addition to the expected impact from a Senior CSM, the Principal CSM role requires taking ownership on long-term and strategic projects and have a significant impact on the team and the company (cross-functional projects, defining the process, aligning work collaboration, etc.).

Behaviors

  • Makes a significant internal impact
  • Expert in allocating resources where the most impact can be made (according to detailed account plans)
  • Demonstrates the impact of the monday.com workflows and customer engagement on the customer’s business goals and metrics
  • Drives internal impact through ideation, ownership, and execution of initiatives and change management
Teamwork and collab

The CSM will act as a great team player, builds great relationships internally with his/her peers in the CSM, sales and CX teams. CSM will effectively engage and create strong relationships with Builders and other departments. CSM will actively seek opportunities to collaborate in order to get many opinions on a given challenge.

Behaviors

  • Has a direct internal relationship with senior execs in the company and is able to lead cross-department projects while collaborating with senior managers from different departments
  • Collaborates effectively in more complex settings such as a large account, project group, implementation of a complex solution (for example, partners app development)
  • Proactively drives collaboration outside of primary cross-functional partners
  • Go-to person in the company to solve complex challenges
  • Trains and supports other professionals on technical solutions as the go-to person for advanced and challenging use cases
Relationship

The role requires building and maintaining strong relationships with mid-level managers (ENT), VP/C levels (MM), team leaders and process owners.

Behaviors

  • Develops internal advocates that participate in company initiatives (reference calls/conferences…)
  • Keeps a detailed record of professional and personal information of champions
  • Develops account maps that may include people’s KPIs and personal goals
  • Expert relationship management skills at champion & decision influence level
  • Expert change management skills
  • Demonstrated consistent success building steering committees, scaling reach & effectiveness of consulting beyond direct relationships
  • Demonstrated consistent in building executive/C-Suite relationships
  • Demonstrated experience leveraging executive relationships to influence direction or outcome of monday/client partnership
  • Demonstrated adaptation of communication style when engaging with C-Suite
  • Demonstrated strong multi-threading skills across connected & disconnected client decision-makers
  • Consistent demonstration of accurate understanding of business factors/drivers/motivations of C-Suite
  • Consistent demonstration of leveraging relationships with a department to influence relationship/decision with a separate department
  • Demonstrated expert risk mitigation skills in managing both internal & external risk factors
  • Consistent demonstration of early risk identification
  • Expert skills in leveraging external factors (industry news/current events/technology trends) as part of churn mitigation strategy
  • Consistent demonstration of deep involvement in complex churn mitigation

Senior Principal High Touch CSM (N/A)

Professional Path

The role of a Senior Principal CSM who manages independently a full book of business through the different account lifecycle stages. In this role, the CSM is experienced in managing and leading independently the most complex and strategic process and account, act as an industry and product expert, manage projects and account with multiple resources, mentor peers and have a significant impact on the team by leading major long terms project and initiatives.

Product knowledge
Ownership and impact
Teamwork and collab
Relationship
Communication
Coach and develop
Team management
Data driven

Strategic High Touch CSM (N/A)

Professional Path

Not defined yet.

Product knowledge
Ownership and impact
Teamwork and collab
Relationship
Communication
Coach and develop
Team management
Data driven

CS Team Manager

Professional Path
As team leaders, you are accountable for our team’s KPIs. It’s important to look beyond the numbers and ensure you promote positive behaviors that generate value for our customers and improve your team culture. You should strive to measure the outcome of a team member’s actions (internally and externally). On top of your team’s performance, their individual growth and success are your success.
Product knowledge
Team Managers should be able to support their team with both high-level product knowledge as well as navigating our internal processes and documentation to achieve optimal results for our customers.

Behaviors

  • Master the monday.com product and solution building to be able to support team members on their daily challenges.
  • Create an enablement platform for our team members to become product experts and maintain their mastery
Ownership and impact
Team Managers will take full ownership over their team’s performance, employee development, and impact on their group. Team Managers will consider the broader needs of the company/customers when performing their day-to-day role.

Behaviors

  • Take full ownership over team performance, metrics, and team member’s personal development
  • Make an impact by leading side projects to improve the group’s performance
  • Make an impact by contributing to the strategic discussion in leadership forums
  • Make an impact on group collaborations and culture
  • Go above the direct duties to make an impact – always keep in mind what other teams can benefit from an initiative or knowledge you have
Teamwork and collab

n/a

Relationship

Team Managers will successfully collaborate with internal CS stakeholders as well as members from other departments. Cultivating strong relationships that will lead to impactful collaboration.

Behaviors

  • Create strong relationships with team members and peers based on trust, respect and thoughtfulness
  • Always assume good intent from our team members and peers
  • Build a great relationships with external stakeholders (sales, BizOps, other CS groups, etc)
Communication

Team Managers should effectively communicate with a large audience and facilitate discussions in group settings.

Behaviors

  • Deliver the company and group strategy to the team
  • Be clear about our vision and strategy for the team
  • Presentation skills – high level of delivery when crafting and presenting a deck to various audiences
Coach and develop

Team Manager will work diligently to develop their team members through ongoing coaching. Identify gaps and strengths within their role and work to improve those. Team Managers will actively drive career development for their team.

Behaviors

  • Focus on the personal development of team members
  • Provide direct, clear, and effective feedback
  • Team members have a clear understanding of the next steps in their growth and development path
  • Team members know where they stand
  • Show real improvement while working with individuals on their strengths and weaknesses
  • Empower individuals to make decisions and to take ownership. Giving them the tools and then taking a step back to perform in their own way
  • Identify performance issues, personal problems, and individual motivation challenges in the team and act on them
  • Make sure individuals are challenged and help them to get out of their comfort zone to keep developing their skills
Team management

Team Managers will engage with their team in an inclusive and empowering manner to drive an exceptional culture that embodies our company values.

Behaviors

  • Drive exceptional teamwork and collaboration within the team
  • Make an impact on team culture
  • Inclusion – give equal opportunity to be included in side-projects and make sure everybody’s voice is heard in team meetings
  • The team should feel a part of the strategy discussion, understand and trust the KPIs that they are expected to drive
  • Drive team spirit and motivation
  • Be transparent with the team
  • Find opportunities to celebrate and reward people to drive individual and group motivation and energy
Data driven

Team Managers will leverage data for decision-making on all levels. Analyzing data and seeking it for the purpose of employee development as well as further progress their group’s strategy

Behaviors

  • Make data-driven decision
  • Measure impact using data and define success using data
  • Master all the relevant data points that are relevant to the team – Adoption metrics, retention data, activity tracking and more
  • Make sure the team optimizes the usage of data in their day-to-day
  • Make an impact by helping the group to constantly improve the access to data and the way we use it

Senior CS Team Manager (N/A)

Professional Path

This role is not yet available.

Product knowledge
Ownership and impact
Teamwork and collab
Relationship
Communication
Coach and develop
Team management
Data driven

CS Group Manager (N/A)

Professional Path

This role is not yet available.

Product knowledge
Ownership and impact
Teamwork and collab
Relationship
Communication
Coach and develop
Team management
Data driven

CS Regional Director

Professional Path
Regional Director (formerly known as Group Manager) manages a group of Team-Leaders who each manage ~8 CSMs. Is an experienced people manager who has strong CS theoretical knowledge with a proven ability to put it to action. The Regional Director is accountable for the group’s revenue and adoption targets, the group’s culture and well-being as well as implementing & adjusting global strategy for the specific region.
Product knowledge

Knowledgeable and up to date with CS industry best practices and recent developments.

Behaviors

  • Knows  CS industry best practices
  • Familiar with best practices of core CS processes like Onboarding, Success Planning, Risk detection and mitigation, Renewal processes, QBRs
  • Fluent in common KPIs used to measure various aspects of CS
  • Seeks to learn lessons and best practices from other organizations and share learnings internally
Ownership and impact

The Regional Director is accountable for the performance of their group and makes an impact on the department’s strategy.

Behaviors

  • Thoughtfully defines headcount plan
  • Actively contribute to the mission & vision definition of the department
  • Drives impact by setting priorities that roll up to the group’s OKRs
  • Transforming company vision into group-level Q goals
  • Drives towards professional excellence culture. Accountable for the professional level of group members and the professional standards for the group
  • Sees all the CSG challenges as their own, acts upon what’s broken
  • Mindful of succession planning for group’s book of business
Teamwork and collab

n/a

Relationship

Align with key peers in defining how to support their efforts to achieve goals. Work with different teams in the organization to meet objectives and drive the group’s KPIs. Strategic interaction and collaboration with heads of units (Director / VP) and supporting functions to reach company goals.

Behaviors

  • Amplify impact by collaborating with heads of units and supporting functions to ensure alignment toward mutual goals
  • Puts our customers in the center, relentless about promoting customers centricity with external stakeholders
  • Can navigate the organization very well to execute strategy
  • Aware of changes in other groups that can affect own group
  • Leans on CSG and Biz-Ops resources to execute strategy
  • Actively help other CS groups in need of assistance
  • Increase collaboration with the regional consulting team and help improve and maintain good communication and alignment between the teams
Communication

not relevant here.

Coach and develop

Manage managers of a variety of teams. The Regional Director will provide the right level of autonomy, purpose, and mastery to conduct the development of their direct reports.

Behaviors

  • Will ensure that all managers in the group follow best practices of a “developing manager” mindset
  • Focus on the personal development of team leaders
  • Provide direct, clear and effective feedback
  • Team leaders have a clear understanding of the next steps in their growth and development path
  • Team leaders know where they stand
  • Show real improvement while working with individuals on their strength and weaknesses
  • Empower team leaders to make decisions and to take ownership. Giving them the tools and then taking a step back to perform in their own way
  • Identify performance issues, personal problems, and individual motivation challenges in the team and act on them.
  • Make sure team leaders are challenged and help them to get out of their comfort zone to keep developing their skills
  • Practices active listening and use coaching questions to solve challenges
  • Oversees and mentors team members and senior I.Cs on the professional development plans team leaders built for them
  • Recognizes points that require interference and uses them to coach team leaders
  • Monitors people retention in group
  • Allows people to “fail forward”, creating a culture of continuous improvement
Team management

Drive exceptional culture and big picture understanding in the leadership team that cascades to their respective teams.

Behaviors

  • Builds a wide context and understanding for all people in the group in a way that allows them to take impact-driven decisions in their day-to-day
  • Have a good grasp of what is working well and what requires improvement in group
  • Challenges team to introduce growth-inducing friction
  • Recruits and builds a team with a diverse set of skills, that allows the group to meet its goals, both short and long term
  • Promotes a culture of openness, sincere and frequent feedback, where people have the best intentions in mind while providing feedback
  • Can convey non-popular opinions in a sincere way with the appropriate context and framing, making other people understand the ‘why’
  • Adjusts the level of details and way of communication-based on who the target audience is
  • Proactive about building context, creating feedback points and reporting, to stakeholders and management. Keeps everyone on top of the group’s activities, vision and goals
  • A driver of collaboration – both inbound and outbound. Sets an example in their interactions with the team, peers and management
  • Fluent in the details. Don’t just manage their team from the “high level” but get their hands dirty. Brings a contagious “can-do” approach to the day to day
  • Takes monday values into practice in the group’s day-to-day. Transparent and inclusive in the way they operate, creates a strong sense of ‘We’ rather than ‘I’
  • Puts our customers in the center, relentless about promoting customers centricity
  • Ability to manage specialized ICs or a team of them

 

Data driven

Analyze all aspects of group’s performance to identify areas of opportunities.

Behaviors

  • Creates a beat of leveraging data to align on priorities with team
  • Takes action based on data
  • Strong storytelling ability with data to help drive a point home
  • Analyzes missing data points and works to introduce them
  • Can understand data points of other groups such as R&D metrics, Sales & Marketing goals
  • Uses (the right) KPIs to promote the right behaviors in the group