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The State of Customer Success, 2026

This purpose of this survey is to generate data about the current state of the CSM role and profession. All questions are answered by CSMs themselves.
Estimated completion time: 10–14 minutes.

Section A: Respondent Profile

These screening questions establish demographic context. Responses are used for segmentation only and will not be attributed to individuals.

Q1. How long have you been working in a Customer Success Manager (or equivalent) role?

Q1. How long have you been working in a Customer Success Manager (or equivalent) role?
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Q2. What is the approximate Annual Recurring Revenue (ARR) of the customer accounts you personally manage (total book of business)?

Q2. What is the approximate Annual Recurring Revenue (ARR) of the customer accounts you personally manage (total book of business)?
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Q3. How many individual customer accounts do you currently manage?

Q3. How many individual customer accounts do you currently manage?
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Q4. What best describes your company's primary product or service?

Q4. What best describes your company's primary product or service?
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C

Section B: Role Definition

Q5. How clearly defined is your role as a CSM within your organization? (1 = Completely undefined, 5 = Extremely well-defined)

Q5. How clearly defined is your role as a CSM within your organization? (1 = Completely undefined, 5 = Extremely well-defined)

Q6. My written job description accurately reflects what I do on a day-to-day basis. (1 = Strongly disagree, 5 = Strongly agree)

Q6. My written job description accurately reflects what I do on a day-to-day basis. (1 = Strongly disagree, 5 = Strongly agree)

Q7. I frequently find myself doing work that I believe belongs to a different team (e.g., Sales, Support, Product, or Finance). (1 = Never, 5 = Very frequently)

Q7. I frequently find myself doing work that I believe belongs to a different team (e.g., Sales, Support, Product, or Finance). (1 = Never, 5 = Very frequently)

Q8. Does your company have a formally documented CSM playbook, role charter, or rules of engagement that you actively reference?

Q8. Does your company have a formally documented CSM playbook, role charter, or rules of engagement that you actively reference?
A
B
C

Section C: Technical Competency

Q9. How confident are you in your technical knowledge when addressing customer questions about your product or platform? (1 = Not at all confident, 5 = Extremely confident)

Q9. How confident are you in your technical knowledge when addressing customer questions about your product or platform? (1 = Not at all confident, 5 = Extremely confident)

Q10. How often are you required to escalate a customer question to a technical colleague because you lack the knowledge to answer it yourself? (1 = Never, 5 = Daily)

Q10. How often are you required to escalate a customer question to a technical colleague because you lack the knowledge to answer it yourself? (1 = Never, 5 = Daily)

Q11. My level of technical knowledge is sufficient to guide customers toward the outcomes they are trying to achieve. (1 = Strongly disagree, 5 = Strongly agree)

Q11. My level of technical knowledge is sufficient to guide customers toward the outcomes they are trying to achieve. (1 = Strongly disagree, 5 = Strongly agree)

Q12. How often do you feel out of your depth in a customer conversation because the topic is too technical?

Q12. How often do you feel out of your depth in a customer conversation because the topic is too technical?
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E

Section D: Training, Certification, and Career Viability

Q13. How satisfied are you with the formal training you received when you joined your current company as a CSM? (1 = Extremely dissatisfied, 5 = Extremely satisfied)

Q13. How satisfied are you with the formal training you received when you joined your current company as a CSM? (1 = Extremely dissatisfied, 5 = Extremely satisfied)

Q14. My company actively and consistently invests in my professional development as a CSM. (1 = Strongly disagree, 5 = Strongly agree)

Q14. My company actively and consistently invests in my professional development as a CSM. (1 = Strongly disagree, 5 = Strongly agree)

Q15. Does your company sponsor or encourage you to pursue a recognized Customer Success certification (e.g., Gainsight PulseU, SuccessHACKER, CSPA)?

Q15. Does your company sponsor or encourage you to pursue a recognized Customer Success certification (e.g., Gainsight PulseU, SuccessHACKER, CSPA)?
A
B
C

Q16. How often do you receive structured coaching or mentoring from a manager or senior CS leader?

Q16. How often do you receive structured coaching or mentoring from a manager or senior CS leader?
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B
C
D
E

Q17. I have access to a clear career progression path within Customer Success at my company. (1 = Strongly disagree, 5 = Strongly agree)

Q17. I have access to a clear career progression path within Customer Success at my company. (1 = Strongly disagree, 5 = Strongly agree)

Section E: Internal Activity Burden

Q18. In a typical work week, approximately what percentage of your time is spent directly engaging with customers (calls, emails, QBRs, ad-hoc queries, etc.)?

Q18. In a typical work week, approximately what percentage of your time is spent directly engaging with customers (calls, emails, QBRs, ad-hoc queries, etc.)?
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Q19. Approximately what percentage of your typical work week is spent collecting, cleaning, or analyzing customer data (e.g., pulling health scores, usage reports, CRM updates, building dashboards)?

Q19. Approximately what percentage of your typical work week is spent collecting, cleaning, or analyzing customer data (e.g., pulling health scores, usage reports, CRM updates, building dashboards)?
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Q20. Approximately what percentage of your typical work week is spent on internal alignment activities (meetings with Sales, Support, Product, Finance, or other functions)?

Q20. Approximately what percentage of your typical work week is spent on internal alignment activities (meetings with Sales, Support, Product, Finance, or other functions)?
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Q21. The time I spend on internal data gathering and reporting directly detracts from time I could spend engaging customers. (1 = Strongly disagree, 5 = Strongly agree)

Q21. The time I spend on internal data gathering and reporting directly detracts from time I could spend engaging customers. (1 = Strongly disagree, 5 = Strongly agree)

Q22. I spend more time preparing and gathering information about my customers than I do acting on that information. (1 = Strongly disagree, 5 = Strongly agree)

Q22. I spend more time preparing and gathering information about my customers than I do acting on that information. (1 = Strongly disagree, 5 = Strongly agree)

Q23. Internal cross-functional alignment meetings are a productive and valuable use of my time. (1 = Strongly disagree, 5 = Strongly agree)

Q23. Internal cross-functional alignment meetings are a productive and valuable use of my time. (1 = Strongly disagree, 5 = Strongly agree)

Q24. My company's tooling makes it easy to access the customer data I need without significant manual effort. (1 = Strongly disagree, 5 = Strongly agree)

Q24. My company's tooling makes it easy to access the customer data I need without significant manual effort. (1 = Strongly disagree, 5 = Strongly agree)

Q25. How often do you manually compile customer data from multiple systems to prepare for a customer call or internal review?

Q25. How often do you manually compile customer data from multiple systems to prepare for a customer call or internal review?
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Q26. Which single internal activity consumes the most time in your typical week?

Q26. Which single internal activity consumes the most time in your typical week?
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F

Section F: QBR / EBR and Success Plan Value

Q27. How often do you conduct formal QBRs or EBRs with your customers?

Q27. How often do you conduct formal QBRs or EBRs with your customers?
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Q28. How valuable do your customers perceive QBRs / EBRs to be? (1 = No value at all, 5 = Extremely valuable)

Q28. How valuable do your customers perceive QBRs / EBRs to be? (1 = No value at all, 5 = Extremely valuable)

Q29. Over the past 12 months, customers have become harder to engage for QBR / EBR meetings. (1 = Strongly disagree, 5 = Strongly agree)

Q29. Over the past 12 months, customers have become harder to engage for QBR / EBR meetings. (1 = Strongly disagree, 5 = Strongly agree)

Q30. Approximately what share of your customers accept a QBR / EBR invitation when offered?

Q30. Approximately what share of your customers accept a QBR / EBR invitation when offered?
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Q31. How valuable do you personally consider QBRs / EBRs as a mechanism for driving customer outcomes? (1 = No value at all, 5 = Extremely valuable)

Q31. How valuable do you personally consider QBRs / EBRs as a mechanism for driving customer outcomes? (1 = No value at all, 5 = Extremely valuable)

Q32. Does every customer in your book of business have a current, actively maintained Success Plan?

Q32. Does every customer in your book of business have a current, actively maintained Success Plan?
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B
C

Q33. How often do customers actively engage with or reference their Success Plan between scheduled reviews?

Q33. How often do customers actively engage with or reference their Success Plan between scheduled reviews?
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B
C
D
E

Q34. Customers view Success Plans as a meaningful guide to achieving their goals. (1 = Strongly disagree, 5 = Strongly agree)

Q34. Customers view Success Plans as a meaningful guide to achieving their goals. (1 = Strongly disagree, 5 = Strongly agree)

Q35. The QBR / EBR format we use today is still fit for purpose and drives genuine strategic conversations. (1 = Strongly disagree, 5 = Strongly agree)

Q35. The QBR / EBR format we use today is still fit for purpose and drives genuine strategic conversations. (1 = Strongly disagree, 5 = Strongly agree)

Q36. What changes, if any, have you made (or would you suggest making) to improve the value of QBRs / EBRs or Success Plans?

Section G: CSM Influence on Renewals

Q37. How much influence does your work as a CSM have on whether a customer renews their contract? (1 = No influence at all, 5 = The primary driver of renewal)

Q37. How much influence does your work as a CSM have on whether a customer renews their contract? (1 = No influence at all, 5 = The primary driver of renewal)

Q38. Compared to two years ago, my ability to influence customer renewal decisions has:

Q38. Compared to two years ago, my ability to influence customer renewal decisions has:
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F

Q39. Which factor most commonly drives customer churn or non-renewal in your book of business?

Q39. Which factor most commonly drives customer churn or non-renewal in your book of business?
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Q40. When a renewal is at risk, how much authority do you have to offer commercial concessions to retain the customer?

Q40. When a renewal is at risk, how much authority do you have to offer commercial concessions to retain the customer?
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Q41. Customers increasingly make renewal decisions based on executive relationships or procurement processes that I have little visibility into or control over. (1 = Strongly disagree, 5 = Strongly agree)

Q41. Customers increasingly make renewal decisions based on executive relationships or procurement processes that I have little visibility into or control over. (1 = Strongly disagree, 5 = Strongly agree)

Q42. I can reliably predict, at least 90 days in advance, which customers in my book are at risk of churning. (1 = Strongly disagree, 5 = Strongly agree)

Q42. I can reliably predict, at least 90 days in advance, which customers in my book are at risk of churning. (1 = Strongly disagree, 5 = Strongly agree)

Section H: Tools and AI Adoption

Q43. How many distinct software tools do you regularly use to perform your CSM responsibilities?

Q43. How many distinct software tools do you regularly use to perform your CSM responsibilities?
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Q44. If you could only keep the tools that are truly indispensable, approximately how many would you retain?

Q44. If you could only keep the tools that are truly indispensable, approximately how many would you retain?
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Q45. Which category of tool do you consider most essential to your day-to-day effectiveness? (select one)

Q45. Which category of tool do you consider most essential to your day-to-day effectiveness? (select one)
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Q46. My current toolset gives me everything I need to do my job effectively. (1 = Strongly disagree, 5 = Strongly agree)

Q46. My current toolset gives me everything I need to do my job effectively. (1 = Strongly disagree, 5 = Strongly agree)

Q47. There is significant duplication or overlap between the tools I am required to use. (1 = Strongly disagree, 5 = Strongly agree)

Q47. There is significant duplication or overlap between the tools I am required to use. (1 = Strongly disagree, 5 = Strongly agree)

Q48. How often do you currently use an AI assistant (e.g., ChatGPT, Microsoft Copilot, Claude) for work-related tasks?

Q48. How often do you currently use an AI assistant (e.g., ChatGPT, Microsoft Copilot, Claude) for work-related tasks?
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E

Q49. For which CSM activities do you currently use (or would most want to use) AI? (select all that apply)

Q49. For which CSM activities do you currently use (or would most want to use) AI? (select all that apply)

Q50. AI tools will meaningfully improve my ability to serve customers and drive outcomes within the next two years. (1 = Strongly disagree, 5 = Strongly agree)

Q50. AI tools will meaningfully improve my ability to serve customers and drive outcomes within the next two years. (1 = Strongly disagree, 5 = Strongly agree)

Q51. I am concerned that AI will reduce the need for CSMs in the future. (1 = Strongly disagree, 5 = Strongly agree)

Q51. I am concerned that AI will reduce the need for CSMs in the future. (1 = Strongly disagree, 5 = Strongly agree)

Section I: Alignment with Product and Engineering

Q52. How would you rate the quality of your working relationship with each of the following teams? (1 = Non-existent / very poor, 5 = Excellent and collaborative)

Q52a. Product team (1 = Non-existent / very poor, 5 = Excellent and collaborative)

Q52a. Product team (1 = Non-existent / very poor, 5 = Excellent and collaborative)

Q52b. Engineering team (1 = Non-existent / very poor, 5 = Excellent and collaborative)

Q52b. Engineering team (1 = Non-existent / very poor, 5 = Excellent and collaborative)

Q53. I regularly share structured customer feedback (e.g., feature requests, pain points, use-case context) with Product and Engineering. (1 = Strongly disagree, 5 = Strongly agree)

Q53. I regularly share structured customer feedback (e.g., feature requests, pain points, use-case context) with Product and Engineering. (1 = Strongly disagree, 5 = Strongly agree)

Q54. When I escalate a customer product issue to Engineering, it is resolved in a timeframe that satisfies the customer. (1 = Strongly disagree, 5 = Strongly agree)

Q54. When I escalate a customer product issue to Engineering, it is resolved in a timeframe that satisfies the customer. (1 = Strongly disagree, 5 = Strongly agree)

Q55. CSMs at my company have a formal, recurring channel to surface customer insights to Product (e.g., a product feedback loop, Voice of Customer program, or joint roadmap review).

Q55. CSMs at my company have a formal, recurring channel to surface customer insights to Product (e.g., a product feedback loop, Voice of Customer program, or joint roadmap review).
A
B
C

Q56. In my experience, customers who benefit from direct interaction with Product or Engineering (e.g., roadmap previews, beta participation, joint problem-solving sessions) are more likely to renew. (1 = Strongly disagree, 5 = Strongly agree)

Q56. In my experience, customers who benefit from direct interaction with Product or Engineering (e.g., roadmap previews, beta participation, joint problem-solving sessions) are more likely to renew. (1 = Strongly disagree, 5 = Strongly agree)

Q57. Compared to other internal relationships, my alignment with Product and Engineering has the strongest positive impact on my customers' likelihood to renew. (1 = Strongly disagree, 5 = Strongly agree)

Q57. Compared to other internal relationships, my alignment with Product and Engineering has the strongest positive impact on my customers' likelihood to renew. (1 = Strongly disagree, 5 = Strongly agree)

Section J: Alignment with Sales and Marketing [H7]

Q58. How would you rate the overall quality of your working relationship with each of the following teams? (1 = Non-existent / very poor, 5 = Excellent and collaborative)

Q58a. Sales team (1 = Non-existent / very poor, 5 = Excellent and collaborative)

Q58a. Sales team (1 = Non-existent / very poor, 5 = Excellent and collaborative)

Q58b. Marketing team (1 = Non-existent / very poor, 5 = Excellent and collaborative)

Q58b. Marketing team (1 = Non-existent / very poor, 5 = Excellent and collaborative)

Q59. Sales provides me with timely, accurate, and complete information when handing over a new customer. (1 = Strongly disagree, 5 = Strongly agree)

Q59. Sales provides me with timely, accurate, and complete information when handing over a new customer. (1 = Strongly disagree, 5 = Strongly agree)

Q60. When a renewal or expansion opportunity arises, Sales and I collaborate effectively to agree on who owns which part of the conversation. (1 = Strongly disagree, 5 = Strongly agree)

Q60. When a renewal or expansion opportunity arises, Sales and I collaborate effectively to agree on who owns which part of the conversation. (1 = Strongly disagree, 5 = Strongly agree)

Q61. I frequently find myself re-doing discovery work that Sales should have captured and shared during the sales process. (1 = Strongly disagree, 5 = Strongly agree)

Q61. I frequently find myself re-doing discovery work that Sales should have captured and shared during the sales process. (1 = Strongly disagree, 5 = Strongly agree)

Q62. Misalignment between what was promised during the sales process and what the product actually delivers creates significant additional work for me post-sale. (1 = Strongly disagree, 5 = Strongly agree)

Q62. Misalignment between what was promised during the sales process and what the product actually delivers creates significant additional work for me post-sale. (1 = Strongly disagree, 5 = Strongly agree)

Q63. Marketing campaigns or communications that target my existing customers are coordinated with me before they go out. (1 = Strongly disagree, 5 = Strongly agree)

Q63. Marketing campaigns or communications that target my existing customers are coordinated with me before they go out. (1 = Strongly disagree, 5 = Strongly agree)

Q64. Marketing provides me with useful content, case studies, or materials that I can leverage in customer conversations. (1 = Strongly disagree, 5 = Strongly agree)

Q64. Marketing provides me with useful content, case studies, or materials that I can leverage in customer conversations. (1 = Strongly disagree, 5 = Strongly agree)

Q65. Strong alignment with Sales and Marketing allows me to spend more of my time on direct customer engagement rather than resolving internal confusion or misalignment. (1 = Strongly disagree, 5 = Strongly agree)

Q65. Strong alignment with Sales and Marketing allows me to spend more of my time on direct customer engagement rather than resolving internal confusion or misalignment. (1 = Strongly disagree, 5 = Strongly agree)

Section K: Engagement

Engagement

Q66. I intend to remain in a Customer Success Manager (or senior CS) role for at least the next two years. (1 = Strongly disagree, 5 = Strongly agree)

Q66. I intend to remain in a Customer Success Manager (or senior CS) role for at least the next two years. (1 = Strongly disagree, 5 = Strongly agree)

Q67. If I were offered a comparable role outside of Customer Success at a similar level and salary, I would seriously consider taking it. (1 = Strongly disagree, 5 = Strongly agree)

Q67. If I were offered a comparable role outside of Customer Success at a similar level and salary, I would seriously consider taking it. (1 = Strongly disagree, 5 = Strongly agree)

Q68. I feel a strong sense of commitment to Customer Success as a profession, not just to my current employer. (1 = Strongly disagree, 5 = Strongly agree)

Q68. I feel a strong sense of commitment to Customer Success as a profession, not just to my current employer. (1 = Strongly disagree, 5 = Strongly agree)

Q69. I would recommend a career in Customer Success to a friend or colleague who is considering it. (1 = Strongly disagree, 5 = Strongly agree)

Q69. I would recommend a career in Customer Success to a friend or colleague who is considering it. (1 = Strongly disagree, 5 = Strongly agree)

Q70. I regularly go above and beyond my defined responsibilities to deliver value to my customers. (1 = Strongly disagree, 5 = Strongly agree)

Q70. I regularly go above and beyond my defined responsibilities to deliver value to my customers. (1 = Strongly disagree, 5 = Strongly agree)

Q71. I proactively seek out ways to improve my skills or knowledge as a CSM, outside of formal training provided by my employer. (1 = Strongly disagree, 5 = Strongly agree)

Q71. I proactively seek out ways to improve my skills or knowledge as a CSM, outside of formal training provided by my employer. (1 = Strongly disagree, 5 = Strongly agree)

Q72. My enthusiasm for my work as a CSM has changed over the past 12 months.

Q72. My enthusiasm for my work as a CSM has changed over the past 12 months.
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E

Q79. I feel that I am making a meaningful positive impact through my work as a CSM. (1 = Strongly disagree, 5 = Strongly agree)

Q79. I feel that I am making a meaningful positive impact through my work as a CSM. (1 = Strongly disagree, 5 = Strongly agree)

Q80. Despite my best efforts, I frequently feel like I am not meeting the expectations of my customers. (1 = Strongly disagree, 5 = Strongly agree)

Q80. Despite my best efforts, I frequently feel like I am not meeting the expectations of my customers. (1 = Strongly disagree, 5 = Strongly agree)

Q81. I feel confident and capable in my ability to handle the full range of challenges my role presents. (1 = Strongly disagree, 5 = Strongly agree)

Q81. I feel confident and capable in my ability to handle the full range of challenges my role presents. (1 = Strongly disagree, 5 = Strongly agree)

Q83. What do you believe is the primary driver of stress or burnout in the CSM role? (describe briefly)

Section M: CSM Impact on User Adoption

Q84. How much influence do your direct efforts as a CSM have on product adoption rates among your customers? (1 = No influence at all, 5 = Decisive influence)

Q84. How much influence do your direct efforts as a CSM have on product adoption rates among your customers? (1 = No influence at all, 5 = Decisive influence)

Q85. Driving user adoption is a core and explicit responsibility of my CSM role. (1 = Strongly disagree, 5 = Strongly agree)

Q85. Driving user adoption is a core and explicit responsibility of my CSM role. (1 = Strongly disagree, 5 = Strongly agree)

Q86. I currently have sufficient bandwidth — time and account capacity — to proactively drive user adoption across my full book of business. (1 = Strongly disagree, 5 = Strongly agree)

Q86. I currently have sufficient bandwidth — time and account capacity — to proactively drive user adoption across my full book of business. (1 = Strongly disagree, 5 = Strongly agree)

Q87. I have access to the tools and data I need to effectively monitor and act on user adoption signals (e.g., product usage dashboards, health scores, feature adoption metrics). (1 = Strongly disagree, 5 = Strongly agree)

Q87. I have access to the tools and data I need to effectively monitor and act on user adoption signals (e.g., product usage dashboards, health scores, feature adoption metrics). (1 = Strongly disagree, 5 = Strongly agree)

Q88. Our self-service customer education resources are effective in driving user adoption (1 = Strongly disagree, 5 = Strongly agree)

Q88. Our self-service customer education resources are effective in driving user adoption (1 = Strongly disagree, 5 = Strongly agree)

Q89. Which of the following most commonly prevents you from spending more time on adoption-focused activities? (select one)

Q89. Which of the following most commonly prevents you from spending more time on adoption-focused activities? (select one)
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G

Section L: Open Feedback

Q90. In your own words, what is the most significant challenge you face as a CSM today?

Q91. If you could change one thing about how your organization defines or supports the CSM role, what would it be?

Q92. Is there anything else about your experience as a CSM that you would like us to know?

Thank you for completing this survey. Your responses are treated in strict confidence and used solely for research purposes. M6 Advisory LLC may aggregate research findings for the development of research reports.