The Real Difference Between Information and Skill
By Kristen Hayer
Most Customer Success teams are overtrained and underprepared.
They attend product updates. They complete compliance modules. They sit through process walkthroughs. Hours are logged. Calendars are full.
And yet when it is time to run a tense renewal call, push back on unrealistic expectations, or articulate value to an executive sponsor, confidence drops.
The problem is not effort. The problem is diagnosis.
Too often, CS leaders confuse information gaps with skill gaps. When that happens, they choose the wrong training format and wonder why behavior does not change.
First, Diagnose the Gap
Not all training needs are the same. Some gaps are about information.
“I do not understand the new pricing structure.”
“I have not seen the updated onboarding process.”
“I do not know what changed in the latest release.”
Information gaps are real, and they matter. They can usually be solved efficiently. A clear presentation, documentation, or on-demand module often does the job.
Other gaps are about skill.
“I know the process, but I struggle to execute it.”
“I understand the feature, but I cannot position it confidently.”
“I know what a value conversation should sound like, but mine feel awkward.”
Skill gaps are different. They are behavioral. They show up in tone, timing, judgment, and adaptability.
These two types of gaps require different solutions. Treating them as interchangeable is where many training programs go wrong.
Why Leaders Default to Information Delivery
Information is easier to distribute. It scales. It is efficient. It is measurable.
It also creates the appearance of progress. After a webinar or a course, leaders can say the team has been trained.
But when the real issue is behavioral, adding more content does not fix the problem. It simply increases awareness without increasing capability.
When a CSM struggles to handle objections, another slide deck rarely helps. When a renewal conversation feels shaky, more documentation does not build confidence.
Information increases, but performance stays flat.
Skill Requires Friction
Skill development is uncomfortable. It requires practice. It exposes weaknesses. It invites feedback. It takes time.
That friction is not a flaw in the process: It is the point.
Watching a recorded session can explain what a strong value conversation looks like. It cannot teach someone how to navigate a skeptical CFO in real time. That only comes from rehearsal, correction, and repetition.
On-demand formats are powerful for knowledge acquisition. They are less powerful for behavioral development.
Instructor-led workshops, interactive sessions, and structured role playing create the conditions where skill can actually form. They introduce accountability. They create shared language. They allow mistakes to happen in a safe environment instead of in front of customers.
If the goal is behavior change, the format must allow for practice and feedback.
Format Is a Strategic Decision
Training format should not be chosen based solely on cost or convenience. It should be chosen based on the outcome you are trying to produce.
If the goal is knowledge transfer, on-demand may be ideal. It allows people to consume information at their own pace and revisit it as needed.
If the goal is behavior change, you need interaction. You need space for discussion, challenge, and rehearsal. You need managers who will reinforce the learning and coach it.
The mistake is not using on-demand training. The mistake is expecting it to produce results it was not designed to produce.
A Simple Framework for CS Leaders
Before approving your next training initiative, ask four questions:
Is this an information gap or a skill gap?
If it is a skill gap, where will practice happen?
Who will provide feedback?
How will we know behavior has changed?
These questions force clarity. They prevent leaders from defaulting to content delivery when what the team needs is capability development.
Why This Matters in 2026
Customer Success teams are operating in more complex, higher-stakes environments than ever before. Customers expect fluency, confidence, and strong judgment.
Information keeps teams current, but skill makes them credible.
If you design training without distinguishing between the two, you will continue to feel busy but not better. When you diagnose correctly and align format with outcome, training becomes a lever for real performance improvement.
That distinction is not subtle: It is strategic.
Looking for CS training? The Success League is a global Customer Success training and consulting firm that has a full suite of training offerings in multiple formats for both CSMs and CS Leaders. Visit our Learning page to find out more.
Kristen Hayer - Kristen is the Founder & CEO of The Success League, a global, customer-focused consulting and training firm. Kristen’s background includes leading award-winning sales, marketing, and customer success teams in early and growth-stage tech companies. She is the host of several podcasts on CS and leadership, and has written over 100 articles on the field of customer success. The book she recently co-authored with 5 other CS thought leaders - The Customer Success Talent Playbook - recently hit #1 on Amazon in 5 categories. Kristen received her MBA from the University of Washington and splits her time between San Francisco and San Felipe, Mexico.