
You probably think your QBRs are fine. Neutral at worst, helping at best. You haven't spent much time worrying about them.
Most leaders put QBRs in the "I'll focus on this when I have time" bucket.
But the way your team is running QBRs is putting your renewal forecast at risk.
Your customers are sending signals in those meetings. Your team isn't trained to hear them. So the signals never reach you.
A bad QBR is worse than no QBR. It tells you the account is fine right up until the day you get the churn notice.
And if you don't have great information, you can't build a reliable forecast. If you can't build a reliable forecast, your executive team starts to wonder whether you're in command of your accounts and your team.
You've fixed a dozen other things this year. The QBR needs your attention.
1. Why junior attendance is the earliest churn signal you have
2. The two attendance numbers that predict renewal and expansion
3. How one Customer Success leader didn't lose a single customer who went through his QBRs
4. What it takes to trust your team's QBRs