Coach2Scale: How Modern Leaders Build A Coaching Culture

Scaling teams inside matrixed organizations is rarely about speed alone. Shane Hughes, Head of Customer Success at LinkedIn and former Salesforce executive, argues that real growth comes from slowing down to coach with intention, aligning stakeholders early, and focusing relentlessly on customer value. In this conversation, he shares how leaders can avoid the trap of “chasing renewals” and instead build advocacy from the start by connecting adoption to measurable business outcomes.

Shane also pulls from his experience leading teams that grew revenue from millions to billions to highlight what separates managers from true coaches. He explains why curiosity is the foundation of influence, how consistency compounds impact, and why high performers act more like consultants than communicators. Whether you’re a CRO, frontline manager, or rep aiming to lead, his lessons offer a clear path to scaling without losing your edge.

Key Takeaways

1. Renewals are won early, not saved late – Retention isn’t about heroics at the end of a contract; it’s about shaping value in the first months after a deal closes.

2. Adoption does not equal value – Usage is necessary but meaningless unless it connects to the customer’s defined business outcomes.

3. Curiosity drives advocacy – The best customer success leaders don’t just communicate; they ask sharp questions that reframe problems and uncover hidden opportunities.

4. Coaching beats chasing – Managers who focus on coaching their teams to think like consultants create consistent impact, while those who chase activity confuse motion with progress.

5. Slow down to speed up – Scaling in matrixed organizations requires alignment and influence across stakeholders; patient lobbying accelerates outcomes later.

6. Consistency compounds – Small, repeatable practices in coaching and customer engagement build long-term trust and measurable growth.

7. Leaders must coach across, not just down – True leadership requires influencing peers and executives in addition to managing direct reports.