Building International Teams: Tom Wood on Maintaining Standards Across Distances

In a recent LinkedIn post, Tom Wood discusses the critical considerations for companies looking to build international teams, emphasizing the importance of treating remote offices as integral parts of the business rather than mere cost centers or satellite operations.

Wood shares his experience growing a team in South Africa, outlining a deliberate strategy to ensure the new division operates with the same level of quality and commitment as the home office. He stresses that the fundamental question for any international expansion should be about the nature of the entity being built.

“If you’re going to build internationally, you have to decide what you’re actually building. A cost centre? Or a proper part of the business?”

Establishing Core Business Principles Internationally

Wood argues that the success of an international team hinges on a clear decision from leadership about its role within the broader organization. He advocates for establishing and maintaining identical standards, pace, and accountability, regardless of geographical location. This approach counters the temptation to accept lower benchmarks simply because a team is physically distant.

According to Wood, the team in Cape Town is not an afterthought or overflow resource but a fundamental component of their service delivery. He highlights the dedication and commitment of his international staff, stating:

“The team in Cape Town aren’t a satellite. They’re not overflow capacity. They’re a core part of how we deliver.”

Combating the Erosion of Standards Through Distance

A key theme in Wood’s post is the potential for geographical distance to subtly undermine operational standards. He warns that it’s easy for diligence and rigor to slip when leaders are thousands of miles away. To counteract this, Wood emphasizes the need for active engagement and visible commitment from leadership.

Strategies for Maintaining Cohesion and Standards

Wood outlines several practical steps companies can take to ensure their international teams remain fully integrated and uphold high standards:

• Demonstrate Presence: Leaders must actively show up and spend time with their international teams.
• Recognize Performance: Implement robust systems for acknowledging and rewarding achievements.
• Clarify Expectations: Ensure clear communication regarding goals and performance benchmarks.

He reiterates the core philosophy driving his company’s international growth:

“We’ve been growing our team in South Africa, and from day one, the aim has been simple: it has to feel the same. Same standards. Same pace. Same accountability.”

Wood concludes by framing the effort to build international operations properly not just as a business necessity but also as a valuable opportunity for leaders to connect with and support their global teams, noting that this approach also serves as a positive reason to visit and engage with the team on the ground.

“And it’s a great excuse to spend some time in South Africa with our team.”

Tom Wood’s insights underscore the strategic importance of intentionality and consistent application of business principles when developing a global footprint, ensuring that all team members, regardless of location, feel valued and aligned with the company’s mission and standards.