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We’re all in the middle of Q1 right now.
For many of you, ABM is a top priority.
But there’s a mindset shift worth making. TODAY.
Stop thinking about ABM as another campaign to run this quarter.
Start thinking about it as a strategic growth lever for the business.
That single shift changes how ABM is built, supported, and measured, not just by marketing, but by the entire GTM org.
When ABM is framed as a campaign
It isn’t seen as must have. It’s seen as a nice to have.
Account selection turns into quantity over quality.
Sales engagement feels optional.
And success gets reported through vanity metrics.
When ABM is framed as a growth motion
Everything sharpens.
Account selection gets intentional
Instead of asking “how many accounts can we target,” the question becomes:
Which accounts matter most to the company right now?
ABM starts with business priorities; enterprise expansion, vertical growth, retention, and works backward from there.
The account list becomes smaller, clearer, and easier to defend internally.
Less dynamic and unpredictable, and more intentional and focused.
Sales alignment becomes natural
When ABM is tied to real growth goals, Sales doesn’t need convincing.
They understand why these accounts matter.
And they’re more willing to collaborate because the motion supports their own outcome: “we need more revenue in [x] vertical.”
Alignment stops being meetings and becomes a shared goal.
Measurement shifts to what leadership cares about
Campaign-led ABM often reports on vanity metrics; MQLs, MQAs, etc.
Growth-minded ABM reports on impact:
Are the right accounts engaging?
Is that engagement turning into meetings?
Are those meetings becoming opportunities, pipeline, and revenue?
The story becomes easier to tell, because it matches how the business measures success everywhere else. Not what HubSpot said in 2015.
The question worth asking right now
If you’re being honest, which one describes your ABM approach today?
• A set of always-on campaigns designed to support Sales OR
• A focused motion designed to support how the business is trying to grow
That answer usually explains why ABM feels either aligned, or uphill.
Where coaching fits in
Most teams don’t need more tactics or tools.
They need a clearer way to think through decisions like:
Are we selecting the right accounts?
Are we truly aligned with Sales?
Are we measuring ABM the way leadership expects?
That’s where ABM coaching helps.
Not by doing the work for you, but by acting as a third-party sounding board to pressure-test whether your ABM strategy is being built as a strategic motion or just another campaign.
If that’s something you’re wrestling with, I’m happy to talk it through.
Hands-on ABM Coaching for Marketing Leaders
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