Let’s be honest – if you’ve ever thought that Quarterly Business Reviews (or QBRs) were a huge headache, you’re not alone! A QBR is an alignment meeting that’s held every three months between a company like Perficient and its clients.

When my director first introduced us to the idea, the team was skeptical. It seemed like just another box to check, and my first few QBRs felt more like a chore than an opportunity. No surprise when they didn’t lead to much account growth! Over time, though, I realized what a gift they are, and everything changed. Let me tell you why QBRs matter and how to make them work for you! 

There are three parts to a productive QBR – showcasing successes, offering recommendations, and reviewing goals. Let’s dig into each part individually. 

Part 1 – Showcasing Past Successes

The first step in any QBR is what earns that “quarterly review” name. This is where you get to show off the Perficient team’s accomplishments over the previous quarter. What were our big wins? What cool new features launched? Sometimes we have quieter quarters than others, but there is always something you can display as an achievement. Get creative and be sure to lean on other team members for suggestions!

When you’re showing off the team’s wins, make sure you keep in mind that not everyone on the call has the same role. One fantastic benefit of QBRs is getting to present to VPs and other executive leadership who may not be involved in the day-to-day engagement. However, they may not really understand the impact of a statement like, “We successfully implemented a multi-instance deployment strategy leveraging Sitecore’s xDB architecture, optimizing the content delivery network integration for enhanced latency performance.” 

There’s a reason that KISS is such a popular principle– keep it simple! Use non-technical language as much as possible and remember to tie your achievements back to how the client benefits. We all know Perficient teams deliver maximum results, but how does that really impact your client’s bottom line? Explain exactly how this past quarter helped contribute to their success, through wins like boosted site security or reduced costs.

Part 2 – Offering Thoughtful Recommendations for Improvement

Now we head into everyone’s favorite part – offering recommendations and driving new business! This is where you start looking ahead to the upcoming quarter and thinking about The Next Big Thing. Sure, it might be tempting to think this is your chance to push all those shiny upgrades and premium options that will help pad your pockets (kidding!). But in reality, that’s not at all what a good QBR is about.

What really drives success is understanding your client’s story. A sales leader I admire once said that you can’t be truly successful at selling unless and until you deeply understand someone’s story. What motivates them? What do they look back on at the end of the year and feel proud of? When you understand these things about your client, you open the door to making thoughtful recommendations that actually offer value.

It’s not about making the sale – it’s about taking care of your clients. It’s about understanding their business, their needs, what their frustrations are, and what will really drive their growth. Pushing that flashy new tool may net you a bigger commission check, but when you get to next quarter’s QBR, are you going to be able to show that it helped your client meet their long-term strategic goals? Or is it going to be something you sheepishly leave out of the QBR, because your client spent a bunch of money and had nothing to show for it? 

Part 3 – Aligning with the Client’s Business Goals 

By the time you get to this stage of most QBRs, you’ve been presenting for about 45 minutes straight. Now it’s your client’s turn to shine! You want to ensure that you’re aligned with their business strategy, so kick this part off by asking them what the future looks like. Some good example questions are –

• What specific outcomes do you hope to achieve in your business over the next quarter, the next six months, the next year?

• Are there any challenges you’re currently facing that you believe could impact your goals? 

• What does success look like for your business a year from now? 

What may surprise you is that if you’ve done your homework and put in the time to understanding your client’s story, this part of the conversation should be a close mirror of Part 2. If they bring up challenges, you should ideally already know about most (if not all) of them. When they talk about new initiatives, hopefully you’ve already considered those and included them in your earlier recommendations. 

What you don’t want is for the client to surprise you with goals or challenges that you’ve never heard before. This can potentially mean a misalignment in your understanding of their “big picture”. But don’t panic if this happens! Think of it as an opportunity to realign and dig deeper into their evolution. This is your chance to recalibrate and ensure your team’s work stays focused on what truly matters to your client. Sometimes, these surprises can open the door to even better growth and collaboration. 

Why QBRs Matter for Long-Term Success 

Here’s the crux of the matter – when you’re deeply aligned with your client’s story, sales don’t need to be forced.

They happen naturally. 

Once your clients see that you genuinely understand their business and aren’t just trying to make a quick sale, they start to ask for more on their own. Since adjusting my own frame of mind, I’ve had clients come to me directly asking for additional services, because they trust my recommendations and know I have their best interests at heart. Nurturing this kind of credibility comes from consistently delivering value and keeping the focus on what matters most to the client, rather than pushing unnecessary upgrades.

QBRs aren’t just a quarterly obligation. They’re a critical part of building lasting relationships with your clients. When done right, they help you showcase Perficient’s value, offer strategic recommendations, and ensure that both you and your client are in sync on the path forward. 

By shifting your mindset and treating QBRs as a tool for building trust, you’ll find that sales and client loyalty come naturally. And trust me, once you’ve experienced that shift, you’ll never look at QBRs as a headache again!

Do you ever wish you had more time to focus on strategic thinking, to wrap your arms around a long-term vision, instead of spending your days drowning in administrative tasks? Digging deep into your idea factory takes time and energy, and a never-ending cycle of burn reports, meetings, and timecard approvals can drain both – pushing innovation to the back burner. Recently, I watched a colleague receive glowing praise from a client for his track record of providing stellar strategic insights. This made me reflect on how often I get too busy with the nitty-gritty to focus on the bigger picture that clients value most. If you can relate, keep reading for 3 smart ways to reclaim your time, ditch the admin chaos, and get back to thinking big!

1. Recognizing The Problem

Recognizing the need for strategic thinking is the key to breaking free from the daily grind; as they say, the first step is admitting there is a problem! Lacking strategic thinking means failing to proactively identify risks and address root causes, leading to a cycle that can feel like a real-life Groundhog Day. If you find yourself constantly putting out fires or focusing only on immediate deadlines, it’s a clear sign you’re stuck in reactive mode! Inconsistent project outcomes, overwhelming task lists, and the absence of a clear roadmap are also red flags that you may have lost sight of your clients’ ultimate goals. By identifying these signs, you can acknowledge the need for change and begin shifting your focus from merely surviving each day to driving long-term success and value for your clients. 

2. Mastering Prioritization

To reclaim time for strategic thinking, mastering prioritization is essential. Patrick Lencioni (author of The Advantage) wisely noted, “If everything is important, then nothing is.” Start by prioritizing tasks using Eisenhower’s Principle, which categorizes your to-do list based on urgency and importance, ensuring you “reduce the unnecessary” and focus on what truly matters first. 

Where possible, leverage project management software to streamline admin work, and delegate the less critical tasks to your capable teams. (An additional benefit of delegation is that it empowers your team to make decisions and grow themselves as well.) If you’re anything like me, delegation can be HARD! But part of being a leader is learning to trust your teams; if you feel that you can’t for some reason, then your most urgent task should be whatever coaching is needed to get them to that place. Being able to delegate is a crucial part of freeing up more of your brainpower for big-picture planning. 

Next up? Carve out specific time blocks for strategic thinking – and guard this time like it’s the last cookie in the break room! Habits are built through repetition, so schedule these blocks on a recurring basis; preferably daily, but certainly at least once a week. Decline any meetings during this time and shut down Outlook / Teams! Whether you prefer to sit in silence or need music to boost your creativity, use this time to let go of the chaos and prioritize bold innovation.

3. Learning Continuously

Finally, cultivating a strategic mindset goes beyond just managing your time in the day-to-day – it also requires continuous learning and fostering a culture of innovation across your teams. It involves a complete mind reset and refocus, especially if you’ve spent months or even years stuck in reactive mode. Be your own champion! Invest in your professional development by attending industry conferences, taking relevant courses, and keeping up with the latest trends. Regular self-assessment and seeking feedback from client stakeholders can provide valuable insights into how well you’re aligning with their strategic goals, a key measure of success. 

Encourage your teams to think creatively and challenge the status quo; consider creating regular opportunities for virtual “coffee chats” or idea-sharing meetings. Conduct regular retrospectives so you can reflect on your most recent wins and challenges, and identify improvements for future sprints. By embedding strategic thinking into your daily routine, you’ll drive long-term success and inspire your team to do the same. You may even see a boost in team morale and cohesion, as everyone works together towards common long-term goals.

Balancing daily project administrative tasks with strategic thinking is no easy feat, but it’s essential for delivering real value to your clients. By recognizing the signs of a lack of strategic focus, implementing effective prioritization techniques, and fostering a culture of continuous learning, we can reclaim our time and energy for big-picture planning. Remember, it’s not just about getting through the daily grind and escaping the Groundhog Day cycle – it’s about steering our projects towards sustained achievement and wowing our clients with forward-thinking solutions. You’ve got this!

I recently became a mother for the third time, welcoming a beautiful baby girl in July 2023. Stepping into the whirlwind of newborn life with two other children in tow felt like diving headfirst into uncharted waters! Balancing the needs of three young humans has become my daily adventure, filled with equal parts chaos and love.

Motherhood, whether it’s the first or fifth time, is a beautiful yet wildly demanding journey that nearly always involves juggling multiple responsibilities simultaneously. From soothing a newborn’s cries, nursing, washing bottles, tackling never-ending laundry piles, constantly picking up around the house, shuffling the family to and from activities, and searching for the best deals on diapers… mothers face a lengthy list of physically and emotionally demanding chores. In addition to managing these duties at home, over 24 million mothers also participate in the US workforce. In the face of so many conflicting responsibilities, it becomes crucial to prioritize maternal mental health and well-being.

Understanding the Prevalence of Postpartum Depression

One major challenge that new mothers might face is postpartum depression (PPD). This is a serious and widespread condition that affects a reported 10 – 15% of women during their first year after childbirth. Based on these statistics, it’s possible that upwards of 2 million mothers in America alone are battling PPD while also attempting to navigate a return to work. Despite its prevalence, PPD often goes undetected or untreated; even though we have seen a greater understanding of these struggles in recent years, many affected women continue to suffer in silence due to stigma or fear of judgment. A supportive work environment that encourages open communication and understanding can help alleviate some of this stigma, making it easier for mothers to seek the support and resources they need to cope with PPD.

The Impact of Work-Life Balance on Mental Health

We’ve all heard the phrase “work-life balance” so many times that it’s practically a cliché, but trying to find that sweet spot is still crucial. Achieving a healthy equilibrium is such a key component for fostering mental wellness among mothers! Balancing the demands of work with the responsibilities of motherhood can be challenging, leading to overwhelming feelings of stress and exhaustion. The pressure to excel both at home and at work can amplify feelings of inadequacy or guilt, further compromising our state of mind. It can feel a bit like trying to solve a Rubik’s Cube while holding your squirming baby – difficult and frustrating, but not impossible with the right support and strategies in place!

Strategies for Balancing Work and Home Life

So how do we create this “supportive work environment,” which enables mothers to successfully tackle these demands? Employers and colleagues play a vital role in fostering a culture of understanding and support, which is a challenge that the Perficient team understands well. Here are some specific strategies that can help contribute to a better balance between work and home life:

1. Flexible Work Arrangements

Perficient offers a range of flexible work arrangements, which are instrumental in meeting the needs of working mothers.  After Ramya Pambi (a member of Perficient’s Sitecore team) welcomed her first child this past year, she noted that having a “fully remote position at Perficient was very helpful as a new mother.”  Alongside remote work options, offering unlimited FTO (Flexible Time Off) allows Perficient to accommodate mothers who may need to adjust their schedules due to familial responsibilities, such as those frequent well-baby check-ups! This flexibility ensures that mothers can prioritize both their work and their family, without sacrificing one for the other.

2. Access to Supportive Resources

In addition to standard benefits, Perficient provides additional specialized resources to support mothers’ well-being.  This includes an Employee Assistance Program (offered by Perficient through ComPsych), which offers free access to emotional support, assistance finding child care, financial resources, and more. Perficient also offers health insurance through United Healthcare, which features online video courses with tips and support for pregnancy and postpartum experiences. Furthermore, Perficient boasts a comprehensive parental leave policy that provides ample time off for bonding with newborns and adjusting to the demands of motherhood. In fact, Perficient recently partnered with Parentaly for a workshop on successfully preparing for parental leave as well as returning to work.

3. Open Communication

Perficient works hard to foster a culture of open communication and support, regularly encouraging all employees (including mothers!) to voice their needs and concerns without fear of judgment. Clear policies and procedures for requesting accommodations help streamline the process and reduce any potential hesitation in seeking support. In relation to this, it becomes equally important to ensure that the burden does not fall solely on the mother’s shoulders, but that managers and colleagues are offered guidance on how to best provide accommodations or adjustments as needed. 

4. Promoting Self-Care

At the risk of dabbling further in clichés, encouraging self-care practices such as regular exercise, adequate sleep (hah!), and mindfulness techniques can help mothers nurture both their physical and mental health. Perficient’s LiveWell Employee Resource Group (ERG) leans into the idea of self-care by providing “a unique opportunity for our colleagues to unite, exchange ideas, and actively participate in wellness activities.” Connecting with peers and sharing experiences is a great way to boost one’s mental well-being!

Raising Awareness and Taking Action

Raising awareness about postpartum depression and the difficulties faced by working mothers is essential to effecting positive change. By fostering flexibility, communication, understanding, and support within workplaces such as Perficient, we can create an environment where every mother feels valued, respected, and empowered to thrive both personally and professionally!

“I am a good communicator” is a phrase that you will often see thrown around in project management circles.  But what does that mean, really?  Is it enough that your local coworkers are able to understand your meaning?  What about coworkers from across the country, who might use different slang?  What about your coworkers who are neurodiverse?  Or perhaps those from another country entirely, who don’t speak English as a first language?  The key to truly being a good communicator is being able to share your ideas in a way that all of your teammates can understand.  Read on for some tips on how to accomplish this!

1. Keep Language Clear and Straightforward

Do your best to keep your language clear and straightforward.  To fall back on an old cliché, mean what you say, and say what you mean.  Avoid the use of idioms in your communications.  These phrases can be unclear and lead to misunderstandings, since every culture has their own variations!  Similarly, try to avoid the use of sarcasm or other language that masks your ultimate meaning.

Make sure to use consistent language when describing a meeting, a task, or other recurrences to your teammates.  For example, don’t call your daily get together a “Stand Up” one day, and a “Scrum” the next day.  If your final code demonstration to the client is a “Demo”, don’t call it a “Review” next week.  This switch in terminology makes it difficult for your teammates to know exactly what you are referring to.

Always try to be direct, honest, and to the point, without unnecessary extras.  This can be uncomfortable for those of us who were raised in cultures that place a heavy emphasis on not being direct.  (Please remember that being direct is not an excuse for being unkind!)  Don’t worry, though, as this is a skill that can be learned in time!  As you practice, you will gain competency and feel more comfortable with your phrasing.

2. Find the Balance Between Over and Under Communicating

We are often told to err on the side of over-communicating, but I’m not sure that is a good blanket rule to follow.  There needs to be an appropriate balance when considering what things, and how often, to communicate.  Some of our colleagues may struggle if they are constantly being interrupted with details that don’t necessarily pertain to them or their tasks.

Consider how critical the information is to the team, and whether or not it impacts their work in the immediate future.  For example, does every team member need to know about every single meeting you have with the client, especially when you are discussing high level strategy?  Or can you get through 2 – 3 meetings, get closer to a final decision, and then let the team know?

If you are unloading on the whole team every time there is a question, concern, scope shift, or discussion of priority, their day can quickly be derailed with stress and worry about things that ultimately may not matter at all.  (How many times do we think  a request is coming, only to have it fall by the wayside??)  Whenever possible, I limit my meetings and conversations to a need-to-know basis.  Once plans are closer to solidified, I can communicate those plans to the team as a whole.  That way I can ensure my messaging is clear and straightforward (point #1!), and that I have not caused stress or distraction with tangents that are not relevant.

3. Be Flexible!

With the rise of remote work and video calls, it can be easy to assume that everyone communicates effectively this way.  In reality, following along with verbal communications can be difficult for some team members.  It’s important to ensure that captions and / or a post-call transcript are always available, at a minimum.  Consider also recapping key information in an email, Confluence document, or chat space after the call.

Alternatively, some team members struggle with following a written train of thought, especially if there is a lot of information to convey.  Try breaking down your key points into bullets, so that you are not sending over a large wall of text.  Use bold to emphasize important lines which should not be missed.  Re-read your messaging, to see if you can cut any unnecessary points out or streamline your thoughts.  If your teammates still have difficulty understanding your meaning in writing, try to make yourself available for a video call (even a brief one!) to help clarify your point.

Be flexible and willing to adapt your style to help each of your teammates be successful!

Ultimately, it’s important to build relationships with your teammates and to be open-minded to the idea that everyone communicates differently!  As project managers, this may require us to break out of old habits, to stretch our comfort zone, and to be flexible in our daily interactions.  Practice makes perfect, though, and in no time, you will feel confident about adding “good communicator” to your portfolio!