Editor’s Note: COVID-19 has impacted people around the world, challenging us to adapt to travel restrictions, school closures, and the removal of barriers between work and life—all at once. So, what does a cross-functional team of engineers, data scientists, analysts, and marketers that lives in the space between workplace culture and data do when presented with the world’s largest work-from-home shift? It, well, does its homework. In this blog series, we’ll share real-time learnings as we measure the impact of this unprecedented shift on how one group of employees works, connects, and balances our lives. We hope these insights will teach us something about how work is changing and help us all get through this, together.
Our field organization is the lifeblood of our business, keeping us attuned to the needs of our customers and helping those customers navigate difficult times. With the increased market uncertainty and the endless cycle of critical decisions, we know that customer needs and expectations have changed. Our data indicates our field teams have changed their collaboration patterns in response.
Measuring patterns of collaboration in everyday work, we found that Microsoft salespeople are spending 11 percent more time with customers every week. They are initiating 26 percent more meetings with customers. At the same time, we learned that salespeople are not spending additional time emailing or reaching out to new leads. These are signs that salespeople are concentrating on supporting existing relationships during crisis, and that customers want and need this prioritization.
To better understand how the shift to remote work is impacting sellers’ time with customers, we asked some sellers what they’ve been experiencing. Their input confirms the increase in collaboration and provides context for how relationships—the lifeblood of the sales motion—are being impacted and nurtured:
[We’ve seen] a huge increase in customer engagement as many organizations are trying to understand remote work impacts to their business.
[I’m fielding] much more interest about our business continuity capabilities.
Sellers also reflected on the challenges of being 100 percent remote:
Contacts are more frequent and fast, but it’s harder to realize the value of these interactions.
I miss the ability to see faces and body language as part of the feedback during a session.
This input raises the question of whether it takes more collaboration time to maintain the same level of customer engagement and support in a fully remote environment, and/or within a crisis. While we can’t answer with certainty if this is the factor driving increased collaboration time, it is a learning we’ll keep in mind as we plan for what’s ahead and as managers help sellers prioritize.
As with other parts of our organization, the data and shared experiences also highlighted the increased importance of personal connection in this time of disruption:
Compared to previous remote meetings, the inclusion of video has improved the dynamic significantly. And in the absence of any opportunity to complement calls with in-person interaction, it is critical that we have an experience as personal as possible with our customers. Conversations do start out with more personal connects on the front end to learn how the client and their people are doing, and how we can support their hybrid work environments.
We’re working together as people, not just positions.
Next we asked, where is this extra time coming from? With remote work and a crisis to navigate, sellers and customers are likely in situations where they have less time to give. Knowing how important internal relationships are for salespeople, we were happy to learn that it’s not coming at the expense of those: in our measurement we saw no material change in how sellers are connecting with their colleagues inside Microsoft. But this could always change, and as we move into our state of new normal, maintaining internal relationships will certainly be top of mind for Microsoft. And through observing the increase in customers reaching out to Microsoft sellers, we have more evidence that customers are viewing our sellers as critical resources during these times.
Unlike our Sales team, the Customer Success team also increased its internal collaboration, with collaboration both within the group and with our Services organization up more than 10 percent. Given that Customer Success professionals tends to wear multiple hats (sales, training, services, marketing, etc.) this behavior could be a reflection of the increased importance of internal relationships in making customers successful. It could also be that our Customer Success team has the most complete voice of our customer and is doing all it can to share that voice across Microsoft as customers are leveraging our products in more ways than ever.
These signals give us a sense of what it has taken to ensure our customers’ success over the past few months, but the landscape keeps shifting, and we’ll need to continue monitoring them over the coming months. Will our customers continue to need additional support, or can we fall back to our old way of working? How do we ensure the increased time spent on internal relationships doesn’t overwhelm the core function of this role? And if both internal and external collaboration remain this high, how does Customer Success thrive while also striking a work-life balance to promote individual wellbeing?
The story thus far focuses on people with direct customer responsibilities. But we know from past research that there’s a direct link between the time our leaders spend with our customers and the success of those customers. This felt like a particularly important point, as our leaders are spread so thin right now.
When thinking of “leaders” we investigated two cohorts: sales managers (i.e. the people who directly manage salespeople) and sales leadership (i.e. the people who manage other managers). And two different stories emerged.
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