There’s no one-size-fits-all in GTM, especially not anymore. As a leader, you need to challenge the “one playbook” mindset and keep learning from different industries, people and patterns.
The best GTM leaders I know don’t just stick to what they know; they look outside the box, keep experimenting and learning and continue to ask questions to broaden their horizons.
GTM is often seen as a function in which you need to love people and be a very people-oriented person. While that’s true, it’s also important to remember that 70% of your time will be spent working with data, identifying trends and justifying decisions.
While you obviously need to understand people and be able to work with people, it’s critical not to underestimate the importance of analytical skills.
GTM leaders need to make things happen fast. Whether it’s launching a new proposition, taking people on a journey, setting the context for your team or steering board conversations, you can’t afford to wait for ‘perfect’, you need to make things happen.
Movement is never a bad thing, so developing a bias for action is absolutely key.
No matter how good the job looks on paper, if the culture’s not right, you won’t thrive. If you know you prefer environments where disagreement is healthy and feedback is direct, you shouldn’t settle for a culture where that’s not embraced.
You can’t force fit yourself into a place that doesn’t share your values. Listen to your gut and prioritise culture alignment in your search.
In an AI-first world, GTM leaders must be adaptable, and there is no point in over-specialising, especially when hiring.
Broad experience and the ability to pattern-match across sectors are far more valuable than someone who’s only operated in one narrow lane.
The best GTM leaders never think they’ve “made it.”
You need to keep investing in your development, at every stage, whether that’s learning about new markets, new tech or new skills.
It’s easy to spot the leaders who haven’t evolved, and once you fall behind, it’s hard to catch up.
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