The observation
I worked with a CSM who had the skills to do the job but hesitated to communicate proactively. The coaching need was not simply more technical knowledge. It was helping the person use the capabilities they already had with more confidence.
The diagnosis
I encouraged proactive updates and made it clear that copying me on communications was welcome. I observed calls and gave direct feedback on structure and delivery. I also arranged opportunities to watch experienced peers in action.
The practice
The support was practical: communicate, try the approach, get feedback, and repeat. Positive feedback from account executives about proactivity and follow-through helped reinforce the CSM’s confidence. That feedback mattered because it was connected to observable work, not just reassurance.
What changed
I saw stronger proactivity and follow-through, and the CSM became one of my stronger performers. The useful shift was from hesitation to supported practice, reinforced by specific feedback from the people working with them.
What this case teaches
Before assigning training, distinguish capability, confidence, clarity, and constraints. Similar surface behaviors can need very different support.