Why I talk to customers all the time (even though I “have a company to run”)

This is a topic that has come up frequently at our company and in my professional network. There’s a common idea that once you’re in a leadership role, especially as a CEO, you should operate ‘at a higher level.’ Meeting with customers? That’s seen as working in the business, not on it. You need to be focused on strategy, scale, and the big picture. Why would you be in the weeds with customers? Truth is that I talk to customers all the time and I will continue to do so. 

Yes, we have an amazing Success team, and they have interactions with customers every day. And it’s also true that I have to focus on running the company. But meeting with customers is a vital part of my job. After all, they use our products every day.

Customers keep you grounded in reality

You can look at dashboards and metrics all day long, but nothing gives you clarity like a 30-minute conversation with a client who is trying to solve a real problem with your product. We’re fortunate that our customers are blunt and can be counted on to share with us what’s working, what’s challenging, and what they wish they could do in the system, but aren’t able to. And while we have an Idea Exchange, sometimes, users are having a hard time articulating their goals, or they think that it’s on them to spec out certain features, when in reality, all they need to do is articulate what they’re looking to accomplish. That’s when having conversations with them is powerful and invaluable. Those conversations are also a humbling reminder of the impact that our products have. In addition, hearing first hand how recent events, including policy changes and the economic climate, are impacting their world, helps us serve our customers in a more focused and intentional way. 

It’s not about micromanaging

It’s inevitable that when you talk to customers as much as I do, the word “micromanaging” will be thrown around, so let’s be clear. I’m not stepping in to “fix” anything or take over someone else’s role.
I’m there to learn. And sometimes, to connect dots between what I hear in a customer meeting and what I see in a product roadmap, a team challenge, or a strategic decision we’re making. When you only see your customers through aggregated feedback or secondhand reports, it’s easy to miss the nuance. 

It’s about relationships

Some of the best product ideas we’ve launched started as a casual comment on a customer call. Some of our most loyal champions came from open, honest conversations about what wasn’t working. Those are conversations that could have easily been avoided but instead became a foundation for trust.

Especially in higher ed, where roles are evolving, budgets are tight, and teams wear multiple hats, building those relationships isn’t just helpful, but it’s essential. We’re not solving generic software problems. We’re helping real people support their institutions in complex, changing environments.

There’s a lot of talk about “finding your why”, and in most cases, this includes your family, being a great example to your kids, or wanting to change your industry (and sometimes the world). Meeting with customers can add to your “why”, when you establish a deep connection to their raison d’être. 

It’s how you make better decisions

Every time I talk to a customer, I get more context for the decisions we make as a company. 

It’s easier to prioritize when you’re not guessing. It’s easier to advocate for your team when you can speak directly to how their work impacts real people. And it’s easier to say no to distractions when you’re reminded, firsthand, of what your customers actually care about.

“Too busy” isn’t a badge of honor

Some leaders pride themselves on being unreachable. That’s fair. It’s just not my preference. If the people using our product are willing to give us their time and trust, the least I can do is make space for that, especially when their insights help us grow in the right direction.

Talking to customers isn’t a distraction from running the company, but a critical part of it.
The further removed you get from the people you serve, the more likely you are to make decisions that look good on paper—but fall flat in real life.

So yes, I talk to customers. Because I have a company to run.

What about you? How often do you have direct interactions with your customers?