This month, Oakstone hosted a Leader’s Breakfast in Amsterdam, bringing together top leaders from the procurement SaaS space. The event featured an engaging roundtable discussion on strategies for building high-performing GTM teams. The exchange of ideas and expertise made for a highly productive session, with invaluable insights shared among participants.

A big thank you to the exceptional C-Suite executives and VPs who joined us—it was a pleasure reconnecting with familiar faces and welcoming new ones to the conversation!

Building High-Performing GTM Teams Debrief

Fundamentals of a High Performing Team

A high-performing team requires a balanced mix of talent, incorporating not only 'A' players but also 'B' and 'C' players who can be developed to contribute to long-term success. Relying solely on 'A' players can be risky, as they may be more demanding and less inclined to collaborate effectively. It is crucial to invest in enablement and training for the entire team, rather than focusing exclusively on individual performance, to ensure collective success and sustainable growth.

“One of the things that you learn with experience is that you can’t build a team with only ‘A players’. Define what’s the best form and fit for your team.”

— Gus Tanate - CEO, ISPnext

The Importance of Enablement and Training

Enablement and training are essential, particularly for developing 'B' and 'C' players. It’s not sufficient to simply hire talented individuals; providing them with the necessary support and development opportunities is crucial for their success. Balancing the need for enablement with the pressure to deliver results can be challenging, but fostering a culture of continuous learning and improvement is vital for long-term success.

“One of the areas that most software companies can improve is the enablement and focus on continual learning. You have to constantly be refining your skills. If someone’s too arrogant for that development, they’re probably not the culture fit.”

— Gabe Perez - Chief Strategy Officer, Risenow

Managing Remote and Distributed Teams

Managing remote and distributed teams, especially across different cultures and languages, presents unique challenges. Local presence and autonomy are crucial, along with clear communication and well-defined expectations. Striking the right balance between local and global approaches is essential to avoid the risks of overly centralised management, ensuring teams can operate effectively while maintaining alignment with broader organisational goals.

“Someone can be fluent in the language, but if they’re French, for example, and they’re trying to sell into Germany, speaking German, it’s still going to be difficult.”

— Paul Rayner - CEO, Oakstone International

The Role of Authentic Leadership

The focus shifts to the importance of authentic leadership, where managers act as supporters and facilitators rather than traditional bosses. Clear communication of expectations is essential, along with fostering an environment where team members feel empowered to grow and develop, and most importantly feel supported, rather than managed. This leadership approach not only enhances team performance but also cultivates a culture of trust and continuous improvement.

“Leadership is about how to develop people, and keep them under the right pressure as well as keeping them motivated.”

— Jochen Werner - VP EMEA, Zycus

Summary

Building a high-performing international go-to-market team presents a range of challenges, but best practices can help navigate these complexities.

Key factors include the importance of team composition, finding the right balance between 'doers' who execute and 'builders' who strategise, and the critical role of enablement and training.

Managing remote teams across different cultures and languages requires strong leadership, with an emphasis on authenticity and clear communication of expectations. Oakstone International’s round table guests shared insights on maintaining a balance between providing support and applying pressure, while tailoring approaches based on the team's maturity and market needs.

Managing regional teams also brings specific challenges, such as language and cultural nuances, as well as the need for local presence and autonomy. Ultimately, the goal is to foster the exchange of experiences to build successful, high-performing international sales teams.

Actionable Insights

Invest in enablement and training programs to support the development of 'B' and 'C' players, not just 'A' players.

Establish a clear balance between support and pressure, and tailor the approach based on the team's maturity and the specific market requirements.

Ensure local presence and autonomy when building teams in different regions, while maintaining clear communication and alignment with the global strategy.

Foster a culture of authentic leadership, where managers are seen as supporters and facilitators rather than just bosses.

Continuously review and refine the hiring process to ensure a consistent and transparent approach that focuses on identifying the right mix of talent and potential.

Build Your GTM Team

Oakstone Hosts Executive Roundtable on High-Performing GTM Teams in Amsterdam