How to Set Measurable Next-quarter Goals Together in a QBR.
You have reviewed last quarter's results and now need to agree on what the customer is working toward in the next 90 days
A QBR that ends without agreed goals is just a retrospective. The real value of the meeting is the forward plan - specific objectives, measurable results, and named owners on both sides. When you co-create those goals live rather than handing the customer a pre-built plan, they own them. That ownership drives follow-through, keeps you relevant between QBRs, and gives you a natural anchor for the next renewal or expansion conversation.
Where it goes wrong
When goals are vague or one-sided, accountability disappears. The customer drifts, adoption stalls, and by the next QBR you are defending the same gaps again. You also lose the commercial pull that comes from being tied to their outcomes.
What you'll be able to do
You can facilitate a short goal-setting conversation that produces two to four measurable, time-bound objectives with owners and checkpoints on both sides
How to do it
Come in with draft goals based on your data
Come in with draft goals based on your data and any pre-call discovery. Frame them as a starting point, not a finished plan - for example: 'Based on what I am seeing, I think the two biggest levers for you next quarter are X and Y. Does that match what you are hearing internally?'
For each goal, agree on a number and a
For each goal, agree on a number and a date. 'Increase self-service resolution from 30% to 50% by end of Q3' is a goal. 'Improve self-service' is not.
Assign an owner on their side and one on
Assign an owner on their side and one on yours for every initiative. Write them down in the meeting, not after.
Limit the list to two to four goals
Limit the list to two to four goals. More than that and nothing gets prioritised.
Before you close, read the goals back aloud and
Before you close, read the goals back aloud and ask: 'Does this feel like the right focus, or is there something more urgent we should swap in?'
See the difference
Rep wraps up: 'Great, so we will keep working on adoption and look at expanding to the second team when you are ready. I will send a recap.' No numbers, no owners, no dates. Nothing to hold either side to.
Rep says: 'Let me read back what we agreed. Goal one: reach 75% feature adoption in the support team by September 30 - Sarah owns the internal training rollout, and we will provide the session materials by August 15. Goal two: reduce cost per ticket by 15% in the same period - we will review the AI routing configuration together in week two of July. Does that capture it?' Customer confirms. Rep sends the recap within 24 hours with exactly those words.
You can facilitate a short goal-setting conversation that produces two to four measurable, time-bound objectives with owners and checkpoints on both sides
How you'll know it's working
You have got it when the customer's champion can tell their own manager what the two main goals are for next quarter and who owns each one
Questions people ask
How do you set measurable next-quarter goals together in a QBR?
A QBR that ends without agreed goals is just a retrospective. The real value of the meeting is the forward plan - specific objectives, measurable results, and named owners on both sides. You can facilitate a short goal-setting conversation that produces two to four measurable, time-bound objectives with owners and checkpoints on both sides
What is the most common mistake to avoid?
When goals are vague or one-sided, accountability disappears. The customer drifts, adoption stalls, and by the next QBR you are defending the same gaps again.
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