"How can CSMs effectively drive product adoption and engagement for solutions that address necessary, but unattractive tasks without resorting to things like scare tactics?"
Great question. And it comes up more often than you'd think.
Compliance software. Data hygiene tools. Security products. Anything that solves a problem people know they have but really don't want to deal with. The work isn't exciting. It's not sexy. It's necessary. And your customers are dragging their feet.
Stop Trying to Make It Exciting
Here's the first mistake CSMs make: trying to make the unattractive task sound attractive. It's not going to work. Your customers aren't stupid. They know the work is tedious. Pretending otherwise just erodes trust.
Instead, acknowledge it. Say it out loud. "This isn't the fun part. But here's why it matters." That honesty builds credibility faster than any amount of enthusiasm ever will.
Involve the Execution Team Early
One of the biggest drivers of inaction is that the people who need to do the work weren't involved in the decision to buy the product. They had no say. Now they're being told to do something they don't understand and didn't ask for.
Fix this by getting the execution team involved as early as possible. Not just informed - involved. Let them ask questions. Let them raise concerns. Let them shape how the rollout happens. People support what they help create.
A Well-Laid Plan Calms the Resistance
Resistance often comes from uncertainty, not opposition. People don't push back because they think the work is wrong. They push back because they don't know what it's going to take.
A clear, detailed plan that acknowledges the individuals doing the work - their time constraints, their other priorities, their capacity - goes a long way. Show them the path. Break it into manageable steps. Make the first step easy enough that momentum builds naturally.
Reframe "Difficult Conversations" as Essential Dialogue
CSMs often avoid pushing customers on adoption because they don't want to have a "difficult conversation." But framing it as difficult is the problem.
It's not difficult. It's essential. You're not nagging them. You're helping them achieve the outcome they're paying for. If a customer bought your product to solve a problem and they're not using it, they still have the problem. That's not something you should be shy about pointing out.
The key is connecting the work to the goal. Not "you need to complete these tasks" but "you told me you need to achieve X - this is how we get there."
When you tie action to outcomes, motivation follows. Not because the work got more exciting. Because the reason for doing it became impossible to ignore.
