Matt Best
speaker
628 appearances
20 recordings
1 series
first heard May 2024
last heard 30 Aug
Matt Best’s voice in public audio — every appearance, attributed to the second.
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recordings per month · last 12 monthsRecordings per month over the last 12 months — 7 in all, peaking in Aug 2026 with 2.
Appearances
And there is no better way to get connected to the real on-the-ground challenges of your customer, but also how you can... understand what everybody else is going through.
So then when you leave that team and you go into the role that you were hired to do, whether that's a customer success manager, account manager, new business sales, whatever that might be, you've got this appreciation, not only for what the customer wants, but what the team that's going to be serving the customer that you win has to deal with. And it's really kind of transformed.
So I guess it's sort of where you don't have that, because obviously not all businesses can onboard in that way. But just having that exposure to what other people are going through in the team is critical.
Yeah, their uniform's clean.
It's genuinely hard to kind of think examples where there's real success. where you can see this real bind together. It's probably easier in my experience with the smaller organizations, but I think that's as a result of being a smaller, more tight-knit team and proximity and everything else that goes along with that. And I think it comes back to this understanding the role.
So from a success perspective, your first focus typically is in customer success is, right, well, how do I serve this customer and make sure that A, I can retain them and B, that I can grow them? And the things that frustrate you in customer success typically are this feeling of they've been missold. So they've been missold. And in that situation, marketing and sales are to blame.
But actually what I found, you know, and you talk about pressure and how that forms diamonds, right? And that sounds a bit cheesy, I know. But when you get those pressure points, what then comes out the back of that is this realization. And I think this is where I've seen it work in those startup modes. We go, actually, we do need to be a bit more aligned.
We do need to come together a little bit more. Let's understand this. And I know, Teresa, that Magnus do a lot of this work across kind of customer journey mapping things. But it's something that I've been an advocate for for many years as well in really truly understanding right from the beginning or even before a customer knows who we are all the way through to this advocacy piece.
And I think so many organizations go, I'm going to do a customer journey map. So when do they buy? Okay, when do we hand over to CS? Customer journey done, right? Or how do we acquire them? Then there are sales qualified lead, customer journey done, or CS, it's all about, it doesn't matter. We just got to keep the wheels rolling and it becomes very support focused.
I think that holistic and where we've been able to, where in some cases I've orchestrated or where I've seen it being orchestrated, bringing those teams together to go, what is it that you do? What is it that you do? And in a recent workshop with a client who had that sort of, that's interesting. So there was a marketing person on the team and a sales person.
The marketing person was like, we could definitely help you do more there. Yeah. I didn't realize that that's the kind of insight you wanted to share with your customer. And it's those opportunities to have those clicks and those moments of, right, light bulb's gone. Let's do something different.
Your example there, Johnny, just links right back to what Teresa said at the top, which is around having that holistic view across all of those things and having a leader who's driving that, but then also driving down the same objectives and the same goals, which stops your leaky bucket.
I recall when we had Chris Register from Planhat on the podcast quite recently talking about an example of him talking to a CRO saying, we just need to keep filling the hopper, we just need to keep filling the hopper. He's like, You've got a leaky bucket, right? That's why your ARR numbers are down. It's not because you're not getting enough in the front door.
It's because stuff's falling out the back.
That's a fantastic post for us to end today's conversation. So Teresa Allen, the founder of Magnus Consulting, to her more than this name, join us for part two as we continue this conversation. For more insights, make sure you subscribe. And if you enjoy the journey, don't forget to leave us a review. Your feedback fuels our growth. Until next time, keep up that forward thinking mindset. Goodbye.
Hello and welcome to the Growth Workshop Podcast with your hosts, me, Matt Best and Jonny Adams. In this podcast, we'll be sharing insights from our combined 30 plus years experience and hearing from other industry leaders to get their thoughts and perspectives on what growth looks like in modern business.
We'll cover all aspects of leadership, sales, account development and customer success, alongside other critical elements required to build an effective growth engine for your business. This podcast is aimed at leaders from exec all the way down to line managers. Welcome back. We're here to continue our conversation.
We are thrilled to have Charlotte Smith on the Growth Workshop podcast, an experienced people manager specializing in talent strategies and currently working with Trilogy International. I think quite often the clients that we work with, some of the stuff that we just observe as well in the market is you've got this, yeah, yeah, yeah, okay, yeah, yeah, I know what I need to do. This is my token.
And we kind of walk off and go, right. That feels like a real challenge for those leaders in that space where the business is saying, let's go in this direction. This is great. We're going to have a client-centric approach to the way that we win work, the way that we serve our clients. Great.
By the time it lands on the desk of a junior person who's had their feet under the desk for less than five years, how does that translate?
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