In today’s fast-paced, tech-powered go-to-market landscape, it’s easy to forget that behind every KPI and automation flow is a real person trying to solve a real problem. But for Mike Lemire—CEO & Lead Coach at Harmonic Leadership and a seasoned customer success leader with a background as unique as it is powerful—empathy isn’t just a “nice to have.” It’s a strategic imperative.
In our latest GTM Innovators episode, I sat down with Mike to explore how customer success can drive real, lasting value when it’s rooted in empathy, guided by persona-driven engagement, and connected deeply across the GTM organization. Here are just a few themes we unpacked that I think every modern GTM leader should reflect on.
Empathy Is a Strategy, Not a Soft Skill
Empathy isn’t just a soft skill—it’s the foundation for long-term customer relationships. As Mike Lemire puts it, “Empathy is the difference between good support and lasting customer loyalty.” It’s more than a buzzword; it’s a strategic lever that starts at the very top of the organization.
Teams that take the time to deeply understand their customers’ contexts, pain points, and goals tend to outperform those that treat interactions like transactions. According to Mike, there are two types of customer success managers: those who care with their hearts and those who care with their wallets. While both may jump on that late Friday support call, only the former will build trust that leads to lasting value. And in a world increasingly defined by digital touchpoints, it’s the heart-led approach that proves resilient.
Tech Touch vs. Human Touch: The Right Balance Is Persona-Driven
If you’re leaning too hard on automation without understanding how your customer wants to engage, you’re likely creating friction instead of value.
Mike challenges us to think more deeply about customer personas—like the difference between a busy restaurant owner constantly on the move versus a dental practice manager who spends more time at a desk and values structured training opportunities. These differences aren’t just minor preferences; they’re key insights that should drive how we design CS experiences.
It’s not just about scaling operations—it’s about tailoring interactions so that customers feel understood and supported. A blanket automation strategy may look efficient on paper, but it often misses the emotional and contextual nuances that define real loyalty. Some customers crave human connection and will never join a webinar. Others expect self-serve, on-demand resources. Knowing the difference—and acting on it—is how you scale empathy, not eliminate it.
CS Sees Everything—So Let Them Help Everyone
One of the most underleveraged assets in a GTM motion? The CS team’s cross-functional visibility. As Mike puts it, “Customer success managers know everything. They’re the connective tissue between product, marketing, sales, and support—they see it all.”
These are the people who hear directly from users every day. They know where the product falls short, which marketing messages are landing (or not), what bugs are creating friction, and what onboarding steps are confusing or unnecessary. Their insights span the entire customer journey, making them a goldmine of real-time intelligence.
Too often, however, CS teams are siloed off and left out of strategic conversations. That’s a missed opportunity. The most aligned GTM organizations recognize that customer success is not just a reactive support role—it’s a strategic driver of growth. When CS leaders have a seat at the table, the entire organization benefits from clearer insights, better alignment, and ultimately, stronger customer relationships.
