An unspoken expectation that Customer Success Managers (CSMs) must do whatever it takes to ensure customer satisfaction.

Going above and beyond is typically seen as a hallmark of dedication and excellence. However, what happens when "going the extra mile" turns into a habit of taking on too much responsibility?

This behavior is known as overfunctioning, and while it may seem productive in the short term, it can have negative consequences for both CSMs and their clients in the long run.

It's a customer-driven marketplace, and businesses must go beyond delivering great products and/or services —they must ensure that their customers are successful in utilising those products. Customer Success (CS) has become a critical function that enables businesses to proactively manage relationships with customers, drive their success, and ensure long-term loyalty.

Two common approaches to customer success are High Touch and White Glove services.

While both models are centered on providing personalized support, they cater to different levels of customer engagement and value. Understanding the distinctions between these approaches, the skills required to execute them effectively, when to transition between them, and how to fund them is key to building a robust customer success organisation.