Use Manager Office Hours to Restore Practice

An empty office hour does not explain why managers are avoiding a coaching program. A customer success manager should learn how the invitation was framed, whether the time fits manager schedules, and what problem managers expect help with. That evidence can turn a broad adoption concern into a better support routine.

In a fictional account review, Kay, an enablement director, says, “Only two managers came to our office hour last month.” CSM Andre asks, “What did the invitation promise they would get?” Kay says it simply offered platform help. Andre asks, “Which coaching moment has managers raised in their own words?” Kay says managers struggle to turn call reviews into feedback. Andre replies, “Would a thirty minute session where they bring one review and practice the feedback opening feel more useful?” Kay agrees and says the sales manager who leads the weekly meeting can invite participants.

The changed format has a purpose. Managers should leave with a solved problem from their own work, such as a question to ask after a weak discovery call. The CSM can help the customer track attendance, submitted examples, and manager comments without treating participation as proof of skill change. Those facts reveal whether the routine deserves another session or needs adjustment.

For your next customer conversation, ask to see the current office hour invitation. Highlight the exact manager problem it addresses. Draft a replacement invitation that names one activity and one item to bring. Rehearse explaining the change in plain language. This preparation lets you guide the customer toward an office hour that managers can recognize as part of their work.