CSM Coaching Review

Goal

Analyze a CSM's recent calls and performance data to produce a coaching review that highlights genuine strengths, identifies the highest-leverage skill gaps, and prescribes specific, actionable coaching steps.

Trigger

Before a 1:1 coaching session, during a QBR cycle, or whenever a CSM manager wants to develop a structured coaching plan for a team member.

Steps

1. 1

   Using your connected tools (for example call recordings or transcripts from Gong/Chorus, CRM activity logs, health score dashboards, or ticketing systems), gather recent performance signals for $csm_name: last 3–5 customer calls, renewal outcomes, escalation history, QBR delivery, and any existing coaching notes. If a tool isn't connected, ask the user to paste the relevant transcripts or performance data.

   • □At least 2–3 call transcripts or summaries retrieved
   • □Quantitative signals (renewal rate, health scores, response times) included where available
2. 2

   Identify 2–3 genuine strengths demonstrated across the data: specific behaviors the CSM exhibits consistently and effectively. Anchor each strength to a concrete example from the calls or metrics (e.g., 'Opens with a business-impact question in 4 of 5 calls,' 'Consistently resolves escalations within 24 hours'). Avoid generic praise.

   • □Each strength is tied to a specific observed behavior
   • □At least one example per strength cited from the data
3. 3

   Identify the top 2 highest-leverage skill gaps — areas where improvement would most directly impact customer retention, expansion, or satisfaction. Prioritize gaps by business impact, not frequency alone. Label each gap clearly (e.g., 'Multithreading: only engages single stakeholder,' 'Value articulation: rarely ties product usage to customer's stated goals') and cite supporting evidence.

   • □Gaps ranked by likely business impact
   • □Each gap supported by at least one specific example
   • □Root cause briefly noted (knowledge, habit, or confidence)
4. 4

   For each identified gap, prescribe one specific, measurable coaching action the CSM can take before the next review cycle. Actions should be behavioral and concrete — a talk track to practice, a specific question to ask in the next EBR, a stakeholder mapping exercise on one named account. Avoid vague directives like 'improve discovery.'

   • □One action per gap (not a laundry list)
   • □Action is observable and verifiable
   • □Includes a suggested timeline or milestone
5. 5

   Draft a suggested focus question the manager should open the coaching conversation with — something that invites self-reflection from the CSM before the manager shares the review (e.g., 'Where do you feel you left value on the table in your last renewal conversation?'). Then summarize the full coaching review into a concise document: Strengths, Top Gaps, Coaching Actions, and Opening Question.

   • □Opening question is non-leading and invites honest reflection
   • □Summary document covers all four sections
   • □Tone is developmental, not evaluative

Output format

Return a structured coaching review with four clearly labeled sections: (1) Strengths — 2–3 bullet points each with a behavioral example; (2) High-Leverage Gaps — 2 gaps with evidence and root cause; (3) Coaching Actions — one specific, measurable action per gap with a timeline; (4) Manager Opening Question — one reflective question to start the 1:1. Keep the tone developmental. Total length should fit comfortably in a single page.