What It Truly Means to Be a Proactive Customer Success Manager
By Kristen Hayer
“Be proactive.”
It is one of the most common pieces of advice given to Customer Success Managers. But it is rarely followed by a clear definition. What does it actually mean to be proactive in a CS role? How can a CSM move beyond task completion and truly deliver value for customers?
In many organizations, proactivity is encouraged but not clearly modeled or supported. As a result, the word becomes a vague aspiration rather than a concrete behavior. In this post, we will break it down. We will explore what proactivity looks like, why it matters, and how CSMs can build it into their daily practice in ways that drive meaningful business outcomes.
Moving Beyond Responsiveness
Let’s start by drawing a clear line between responsiveness and proactivity. Being responsive means reacting quickly to customer needs. It is important, especially in high-touch environments, but it is not the same as being proactive.
Responsiveness keeps things moving. Proactivity keeps things moving in the right direction.
When a customer reaches out with a problem and the CSM solves it quickly, that is responsiveness. When a CSM reviews the customer’s usage trends, anticipates the potential issue, and reaches out with a solution before the customer asks, that is proactivity.
The challenge is that responsive work often feels productive. It fills your day. It gets praise. But it rarely moves the needle on long-term value or strategic alignment. That is where proactivity becomes essential.
What Proactivity Looks Like in Action
Being proactive starts with shifting your focus from your own workflow to the customer’s business goals. It requires the CSM to stay a step ahead—not just by anticipating needs, but by planning touchpoints that align with those goals.
Here are a few examples of what that looks like:
Preparing for every meeting with a tailored agenda that links directly to customer outcomes
Monitoring usage trends and reaching out with guidance before performance dips
Introducing new features or services at the moment they are most relevant to the customer’s objective
Coordinating internally in advance of key milestones like contract renewals or seasonal shifts
Sharing data or benchmarks that help the customer tell their own success story inside their organization
These are not random acts of helpfulness. They are carefully chosen, well-timed activities that build momentum and trust over time. That trust, in turn, creates a path to retention and expansion.
Why Proactive CSMs Drive Better Results
Customers want to feel like their CSM understands their business. When the CSM is proactive, the customer experiences fewer surprises and more wins. They are more likely to view their CS partner as a strategic resource rather than a support contact.
From a business perspective, this has clear benefits. Proactive CSMs:
Reduce churn by addressing risks before they become problems
Drive expansion by identifying needs early and framing solutions in terms of business value
Strengthen customer advocacy by aligning their efforts with customer impact
Lower internal stress by reducing last-minute escalations and improving team coordination
In short, proactivity improves both customer outcomes and internal efficiency. It helps CS teams operate with confidence rather than urgency.
Common Barriers to Proactivity
If all of this sounds obvious, why is it so hard to achieve? Many CSMs want to be more proactive but face real constraints.
Some common barriers include:
Lack of time due to overloaded portfolios
Unclear internal processes or priorities
Limited visibility into customer goals or business context
Company cultures that reward speed and reactivity over thoughtful planning
These barriers are real, but they are also solvable. Proactivity requires structure. With the right tools, habits, and leadership support, CSMs can make space for the kind of work that truly adds value.
How to Build a More Proactive CS Program
If you want to help your team move toward a more proactive approach, here are a few places to start:
☐ Review your customer list weekly and identify opportunities to reach out before the customer needs something
☐ Create a customer health calendar with planned checkpoints tied to business outcomes
☐ Block time on your calendar for deep work focused on account planning and value-based outreach
☐ Document goals and business context for each account and review them regularly with internal stakeholders
☐ Partner with Sales, Product, and Support to stay ahead of changes that may impact your customers
☐ Share examples of proactive wins across your team to reinforce the behavior and build momentum
These habits are not just good hygiene. They are the foundation of a CS program that delivers strategic value at scale.
Conclusion
Being proactive is not about being busier. It is about being more intentional. It means guiding the customer experience rather than simply reacting to it.
When CSMs take a proactive approach, they become more than just responsive partners. They become trusted advisors. They focus on what matters most to the customer. They tie their work to business outcomes. And in doing so, they unlock the full potential of Customer Success.
That is what it truly means to be proactive.
The Success League is a customer success consulting firm that also offers a robust offerings of CS Certification programs and individual coaching packages. Visit TheSuccessLeague.io to learn more or Contact Us here.
Kristen Hayer - Kristen founded The Success League in 2015 and currently serves as the company's CEO. Over the past 25 years Kristen has been a success, sales, and marketing executive, primarily working with scaling tech companies, and leading several award-winning customer success teams. She has written over 100 articles on customer success, and is the host of 3 podcasts about the field. Kristen has served as a judge for the Customer Success Excellence awards, and is on the board of several early-stage tech companies. She received her MBA from the University of Washington in Seattle, and now lives in San Francisco.
