Guide: Running Effective QBRs (Outbound)

(Includes: a Ready-to-use QBR template)

Read time: 20 min

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Every quarter, in almost every SDR team, I hear the same question popping up:

Q: “Does anyone have a good template for SDR performance reviews?”

So let’s talk about how to actually run a useful Quarterly Business Review (QBR) with your team, and yeah, I’ll give you the template you can use, too.

Alright, Q1’s almost done, and that means QBR season is here again.

I’ve always liked doing these reviews with my team because they’re actually helpful. Instead of just telling people what they did right or wrong, a QBR is more like a pause button. It’s a chance for everyone to stop, take a look back at how things went, and figure out how to get better.

Honestly, QBRs have been one of the most useful tools I’ve used all year.

Why?

Because they’re about making space to look back, figure out what worked, spot where we dropped the ball, and come up with better ideas for next time.

A good QBR isn’t about blaming people or digging into mistakes, it’s about coaching, teamwork, self-assessment, creating accountability, and getting everyone focused on improving. When your team feels involved in the process, they’re gonna care way more about their own performance.

So, if you run these meetings right, QBRs can really help your team get better at outbound, by showing off the stuff that’s working, tweaking what’s not, and making sure everyone’s clear on exactly how they’ll win next quarter.

What's on today's menu:

• Guide: Running Effective QBRs (Outbound)

  • Part 1: Preparing for the QBR (Q2 Edition)

    • Set Clear Objectives

    • Create a Structured Agenda

    • When do you plan it?

    • Step-by-Step Preparation Guide for Reps (with a spreadsheet)

  • Part 2: Running the QBR

  • Part 3: Coaching & Leadership’s Role in the QBR

  • Part 4: Next Steps & Follow-Up

• 5 Tips for a successful QBR

• Ready-to-use QBR template + what to include

Guide: Running Effective QBRs (Outbound)

Ok so let's start with this guide on how to run effective QBRs.

Part 1: Preparing for the QBR (Q2 Edition)

Set Clear Objectives

Start by defining what success looks like.

Your QBR objectives might include:

• Analyzing Q1 outbound performance (wins, challenges, key metrics).

• Creating actionable plans for Q2 improvement.

• Coaching your team effectively by identifying skill gaps and areas of growth.

• Ensuring each rep leaves with a clear action plan and accountability steps.

Make sure every attendee: reps, managers, and leadership, understands these objectives clearly ahead of time.

Example objectives for Q2:

• Increase pipeline by 15% compared to Q1.

• Boost outbound activity effectiveness (improving connect rates, email reply rates by 20%).

• Ensure each rep has an actionable plan tailored to their strengths and areas of improvement.

Create a Structured Agenda

Structure your QBR clearly to ensure productive conversations. Share the agenda with your team at least one week in advance, so everyone can prepare accordingly.

Sample Q2 QBR Agenda (3-hour session example):

• Introduction and Leadership Kick-off (15 minutes)

  • High-level overview: Team Q1 performance, key wins, areas to improve.

  • Objectives for the QBR clearly reiterated.

• Individual Rep Presentations (15 minutes per rep)

  • Slide 1 (3 mins): Q1 Review: Key metrics, results, lessons learned.

  • Slide 2 (7 mins): Q2 Execution Plan: Clear, tactical goals, actions, measurable KPIs.

  • Coaching Q&A (5 mins): Immediate feedback, questions from leaders.

(Example timing: if you have 8 reps, allot roughly 2 hours total.)

• Team Discussion & Coaching Session (20 minutes)

  • Group discussion around common themes or challenges surfaced by reps.

  • Leadership provides additional coaching, shares best practices, insights.

• Closing & Next Steps (15 minutes)

  • Recap main action items.

  • Clearly outline follow-up schedule and accountability process.

  • Reinforce team alignment and motivation for Q2.

When do you plan it?

Timing matters for an impactful QBR. Here’s your timing checklist:

• When: Hold the QBR within the first two weeks of April, immediately following Q1 closure.

• Duration: Typically 3-4 hours total (depending on team size, 15 mins per rep plus intros, breaks, wrap-up).

• Time per Person: 15 minutes per rep is ideal, short enough to stay focused, long enough to provide meaningful insights and receive coaching.

• Prep Lead-time: Give reps at least two weeks to prepare. This ensures they analyze thoroughly, reflect deeply, and craft robust execution plans.

Example Timing:

• April 1-7: Send out QBR objectives, agenda, and templates.

• April 8-14: Reps complete their Q1 analysis and Q2 plans.

• April 15: QBR meeting conducted.

Step-by-Step Preparation Guide for Reps

Preparation is everything for a successful QBR. Before QBR day, guide your reps through a structured self-assessment of Q1 and a detailed plan for Q2.

Here are 5 steps to follow:

Step 1: Analyze Q1 Performance

Start by having each rep dig into their Q1 metrics. This should include key performance indicators (KPIs) and conversion funnel stats:

• How many outbound activities (calls, emails, social touches) did they execute? Conversion rates for each channel

• Meeting show rates

• How many meetings, opportunities, and deals resulted?

• Pipeline generated from outbound efforts

• What was their quota attainment in Q1?

• Win/loss analysis of deals sourced through outbound

• Time allocation analysis (Revenue-Generating Activities (RGAs) vs. non-RGAs)

Encourage reps to pinpoint what worked and what didn’t with data.

Numbers and metrics “tell the final story,” but understanding the activity behind those numbers is critical .

For example, if a rep surpassed their meeting target, what specific outreach tactics drove that win?

Conversely, if they struggled, was it due to low activity volume, poor conversion rates, or something else?

Reps should be brutally honest in this reflection, maybe they’ll realize, “I was consistent on calls but my email game fell flat,” or “I focused on quantity over quality.” This self-analysis primes them for accountability.

Step 2: Plan Q2 Goals and Strategy

Next, each rep should turn Q1 insights into a clear execution plan for Q2. Use Q1’s conversion rates and outcomes to set realistic targets.

For instance, if a rep booked 8 meetings from 200 calls last quarter (4% conversion) and needs 12 meetings in Q2 to hit quota, they might plan to increase call volume to ~300 calls or improve their call approach to boost the conversion rate. Reps should set specific goals (e.g. “X meetings, Y pipeline, Z% to quota for Q2”) and outline the strategy to achieve them.

This includes forecasting their expected results: “If I execute this plan, I expect to see a 10% increase in conversion and reach 100% quota by quarter’s end.” It’s important they can explain why these goals matter and how they’ll meet them.

Essentially, each rep should craft a personal plan, aligning their personal goals with team and company objectives. The plan should address how they’ll leverage their strengths from Q1 and tackle the weaknesses.

For example, a rep might say, “My Q1 emails yielded 3 opportunities; in Q2 I’ll use new personalization techniques to double that.” By the end of this step, every rep should have a concise list of Q2 goals and the key tactics they’ll use to get there.

Here's a daily and weekly plan example:

Step 3: Time Block for RGAs

RGAs (Revenue-Generating Activities): cold calls, cold emails, or LinkedIn outreach.

Help your reps design their weekly calendars to prioritize these activities.

The reality is, “the death of a seller is when you let non-revenue generating activities rule your day”.

Encourage reps to block dedicated time for prospecting every day, treating it like any other important meeting.

For example, a rep could block 10:00-11:30am every morning for uninterrupted cold calls, 2:00–3:00pm for sending emails and LinkedIn messages, and Fridays 4:00pm for pipeline clean-up and research. By grouping similar tasks into focused sprints, reps avoid constant context switching and get more done.

One best practice is to limit distractions during these blocks – close email and Slack except at designated times . This level of time management can literally double a rep’s output compared to a colleague who multitask.

In your QBR prep, have each rep outline their ideal weekly schedule for Q2, showing when and how they’ll execute their outbound activities. This shows they’re taking ownership of their time.

Example:

An SDR on our team started time-blocking two call blitzes per day; within a month, his connect rates and meeting sets jumped significantly because he was making ~20% more calls than before, without “losing time” to random emails or admin work.

Step 4: Understand the Value of RGAs

It’s not enough just to block the time; reps need to believe in the value of these activities. Tie their daily actions to tangible outcomes.

For instance, if historically 50 calls yield 1 booked meeting, and an average closed deal from a meeting is worth $10,000, then each dial is essentially worth $200 in potential revenue.

When reps grasp this math, it can be a powerful motivator: every call and email feels like an investment in their quota. In one example, a sales trainer did the math and found that to hit a $344K annual income goal, they needed ~5,700 calls – which meant each call was worth about $60 towards that goal.

That reframes cold calling from a chore into a $$-generating activity!

During the QBR prep, ask reps to calculate or estimate their own “value per activity.”

This exercise drives accountability. By understanding the value of their RGAs, reps will be more likely to stick to the plan and push through the grind, because they see the direct line to results.

Here's an example to show them how to understand the value of their RGAs:

Step 5: Keep Testing & Evolving

Last, reinforce a mindset of continuous improvement. Q2’s plan shouldn’t be “more of the same” by default, encourage reps to identify a couple of things to experiment with or improve based on Q1.

Maybe an SDR noticed their email reply rates were below team average; in Q2 they’ll test new subject lines or add a video message to their sequence. Or if LinkedIn outreach was untapped in Q1, they might commit to trying LinkedIn voice notes to see if it yields better responses.

The idea is to always be running small experiments alongside core activities. In the QBR, each rep can mention one or two tactics they’ll try differently and what outcome they hope for.

Emphasize that outbound sales is dynamic: messaging, markets, and tools change, so top performers never set their playbook in stone. They iterate.

For example, one rep on our team struggled with low connection rates on phone in Q1; in Q2’s plan, she decided to experiment with calling at different times (early morning and late afternoon). Two weeks in, she’s already reporting higher pickup rates. These kinds of adjustments and learnings should be encouraged and later shared with the team.

Ultimately, reps who continuously test and refine their approach will find new ways to boost efficiency – whether it’s a fresh cadence, a better targeting method, or adopting a new tech tool. Let your team know that QBRs are a perfect time to commit to at least one new improvement idea each quarter.

As a leader, you can also provide air cover for these experiments (e.g. “It’s okay if a new tactic doesn’t work out: we’ll learn from it”). This keeps the team innovative and hungry for growth.

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If you don’t know how to do all of this, I created a spreadsheet you can share with your reps to prep for your QBR.

You can find it here, and make a copy.

Part 2: Running the QBR

When QBR day arrives (for Q2, this would likely be in early April, reviewing Q1 and planning Q2), it’s important to have a structured agenda to keep the session focused and productive.

Here’s a step-by-step playbook for the meeting itself:

Leader’s Welcome (Set the Stage)

Start the QBR with a brief introduction from the GTM leader (you).

Use this time to reiterate the purpose: “Today is about learning from Q1 and ensuring we crush Q2 together.” Highlight any high-level wins to celebrate (e.g. hitting a team pipeline record, or shout-outs to top performers) and acknowledge the challenges faced. Reinforce the positive tone: this is a forum to support each other and share best practices, not to point fingers.

Setting a supportive, success-oriented tone from the outset will put reps at ease and encourage open discussion.

Outline the Agenda and Ground Rules

Quickly run through how the QBR will work: for example, each rep will present for ~15 minutes, followed by a short Q&A.

Emphasize time discipline (so everyone gets their turn) and encourage everyone to engage. You might set a rule like “phones off except for data reference” to keep attention on the presenters.

Also, remind folks that the focus is on actionable insights:f roughly 25% on reviewing Q1 and 75% on what they’re going to do in Q2.

Interactive Q&A/Coaching (after each rep)

After a rep presents, spend a few minutes on questions and coaching feedback. This is where sales leaders (and even peers) can challenge assumptions and offer suggestions.

For example, you might ask, “You’re planning 300 calls per week – based on Q1, do you foresee any challenge maintaining that volume? What will you do differently to improve your connect rate?” or “You mentioned focusing on fintech – how will you source new contacts in that space?”

The idea is to probe gently and ensure the rep has thought through their plan. If something is vague (“I’ll just work harder”), push for detail (“What does ‘work harder’ look like in tasks or schedule?”).

Celebrate wins they shared (reinforce what went well so they continue those behaviors) and make constructive suggestions on areas to improve.

If a rep had a tough Q1, encourage them by zeroing in on a couple of improvements rather than dwelling on the miss. And if a rep had a great Q1, encourage humility and further growth (“Awesome job, how will you replicate that success in Q2 and maybe help others with what you learned?”). This interactive portion makes the QBR a two-way coaching dialogue, not just a presentation.

Keep the Session Engaging

Long meetings can drag, so as the facilitator, find ways to keep energy up. You can make the session interactive by encouraging peer feedback (“Anyone else face a similar challenge and found a solution?”) so reps learn from each other.

Ensure data is front-and-center – a good QBR is data-driven, with hard facts to support points , so if a rep makes an assertion (“emails weren’t effective”), ask for the data (“what was your reply rate?”) to keep it grounded.

Also consider visual aids: if possible, have each rep share a simple dashboard or chart of their Q1 vs Q2 targets. Visuals help maintain interest and clarity . You might even incorporate a leaderboard or a few team-wide charts (e.g. activity vs results plots) to spark discussion on best practices. Additionally, schedule a short break if the QBR is long or if you have many reps: a 10-minute break can help everyone recharge and come back focused.

Part 3: Coaching & Leadership’s Role in the QBR

As a GTM leader, your role in a QBR is part facilitator, part coach, and part accountability partner. The QBR is a prime opportunity for you to elevate your team’s performance through coaching.

Here are some best practices for leaders during (and after) the QBR:

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🔒 Wait! Want the full guide on running QBRs that actually help your team?

Here’s a quick taste:

• Part 3: Coaching & Leadership’s Role in the QBR

• Part 4: Next Steps & Follow

• 5 tips to make your QBRs actually useful

• Ready-to-use QBR template + what to include

🔓 Want the full guide?

It’s for paid subscribers only, but you can start a 7-day free trial now and get everything (including the QBR template).