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Attributes of the t3 framework:
the right stuff

The "right stuff" is about ensuring the right people are in place and ready to deliver. They feel strongly that they are working with a group of people they respect and can get the job done. The foundation of any team are the people who comprise it. The needs of any team go far beyond ensuring they "can do" the job itself (competence) and extend to areas that allow the team, and its individual members, to work effectively together in delivering the desired outcomes.

These include, for example, possessing a growth mindset, allowing people to adapt more effectively to adversity and solve problems that lead to a breakthrough (‘can do’ attitude). Openness to other’s ideas (a true team player), grit and positivity are other examples of traits of people that are important on any team.

Simply put, members of the team "can do, can do".

clarity & alignment

People and teams are clear on what they need to do and why it is important. High-performing team feel strongly that the direction is clear, and line-of-sight exists between their work and that of the teams or organization on the whole.

There is clarity in the vision, mission and objectives of the team and clarity in how such objectives cascade down to each and every member within it.

Clarity is nothing without alignment, at least over the longer-term. People who know what to do can certainly deliver some good results, within their own sphere of influence; however, alignment is vital for sustained execution excellence. Alignment suggests that people are committed to their role and what they need to do to produce good results.

Simply put, members of the team "know what to do."

empowerment

Empowerment is all about ensuring people have the freedom, support, and tools to deliver on what is expected along with the systems and process to work effectively together.

The nature of the way organizations are designed and the likelihood that most are populated by human beings leads to a natural dysfunction that often is referred to as silo thinking or behavior. Left alone, silo behavior and potentially relational-based conflict WILL arise. This calls for organizations to install a ritual that ensure these are outlined, clarified, and negotiated so that people can work effectively together in driving value for their customers, and the business.

Additionally, we find many teams that have too many priorities that are crippling the team’s effectiveness and/or leading to burnout. Typically, ad hoc demands from the business may be the culprit, and without a priority reconciliation process, frustration emerges.

Simply put, members of the team are "allowed and enabled to".

belonging

Belonging suggests that people fit within your organizational context—they "belong" here and are connected to the organization.

Organizations cannot afford to have disengaged employees—and yet, many in the workforce report being actively disengaged. Others are passively disengagement manifesting in some form of "quiet quitting." This results in lost productivity and an unhappy workplace in general.

While there are many factors that may be at play here, the most important one is a sense of connection people have with their company, a belief that they (the company) are doing the right thing (beyond making money) and that they are operating in a way that is consistent with making a real contribution to society. For newer generations of workers this is of particular importance. It all starts with purpose and values.

Simply put, members of the team "believe it's right to do".

agile execution

Agile Execution is all about how the team works together to adapt to dynamic conditions. It is our belief that no initial plan will survive for very long, placing a burden on the team to pivot consistently in order to deliver upon their strategic outcomes.

In today’s VUCA world, planning is taking on new forms as organizations recognize that within weeks after initiating any plan, it can be rendered, at worst case, useless, or in best case, intentions remain on track but how one gets there changes rapidly. The environment is simply too dynamic to invest months preparing, planning, and budgeting for a reality that may not exist in six months.

In our view, get the strategic intent right, plan on how to get there, and instill agile execution rituals that allow the team to adapt to the realities of executing against the plan.

Simply put, members of the team "will do what it takes with integrity".

togetherness

A sense of togetherness results when the teams do the other five attributes well, leading to sustained high-performance and lots of enjoyment working with fellow colleagues. No matter how remote a team may operate, leaders need to work to secure this sense of "togetherness" and, ideally, bring people together every so often.

In such teams, not only do you have exemplary engagement and behaviors from all constituent members but that final piece of "social glue" -- individuals motivated also by the very company of their team colleagues. This is the zone where intra-relationships are defined by shared levels of high professional respect and, indeed, deep friendships.

Team members bearing this attribute scale even greater heights (sometimes literally!) because not only are they passionate about what they do (as built on all the preceding qualities) but it is this comradeship that sits at the very nexus of this passion. There is no place they would rather be than with the companionship of their comrades and, with this fellowship, a sense of collective invincibility. For such teams, there is a mindset of "anything together".

Simply put, members of the team "build a legacy".

leadership

accelerating top talent readiness in professional services

back to all insights leadership

The client challenge

A mid-sized financial services consulting firm partnered with Perpetual with a clear ambition: accelerate the readiness of its highest-potential talent and position them for meaningful growth through promotion, expanded scope, and greater commercial impact.

For this organization, strengthening the leadership capacity of top talent is critical. The professional services landscape continues to evolve rapidly, driven by technological advances and increasingly complex regulatory environments. Developing leaders who can both deliver exceptional client work and drive commercial growth has become a strategic priority.


Making people bets

Following a rigorous selection process, fourteen delegates were chosen to participate in a five-month development journey comprising four immersive modules, supported by ongoing coaching and real-world project work.

The selection process was deliberate and exacting. Too often, organizations nominate top performers without critically assessing whether they have the capacity – and appetite – to step into broader leadership roles.

This firm resisted that temptation. They selected for potential, not just performance.


Program focus

The program was built around what Dom Moorhouse, formerly of Moorhouse Consulting, describes as the “Five Buckets” of capability required for sustained success as a leader in professional services.

These universal leadership themes ran throughout the program and informed the design of the learning journey. To translate the framework into practical leadership behaviours, the program was delivered through four immersive modules:


Crossing the Chasm
Delegates identified the opportunities – and gaps – between where they are today and where the business needs them to be, building a deliberate bridge to accelerate readiness.


Developing a Challenger Mindset
Participants stepped into the role of commercial leader, strengthening their ability to challenge constructively, drive growth, and influence at senior levels.


Dare to Be Great
Leadership resilience took centre stage. Delegates developed strategies to manage adversity, sustain energy, and perform consistently in a fast-paced, ever-changing environment—taking a true 360-degree view of life and leadership.


Becoming a Force Multiplier
The focus shifted to scale: how to better leverage teams, empower others, and eliminate the often unconscious behaviours that limit collective performance.


The program culminated in high-stakes project presentations to the firm’s senior leadership team. Delegates received immediate feedback, along with clear go/no-go decisions on advancing their initiatives and the opportunity to continue building on their work.


Keys to success

Crucially, the firm’s Partners served as active sponsors throughout the program, contributing their perspective and leading several high-impact sessions.

Dom Moorhouse, alongside Anna Edwards – an experienced leadership development practitioner with a background in professional services transformation – facilitated the experience on behalf of Perpetual.

Importantly, each content module was designed to support the delegates’ project work, ensuring that insights translated directly into practical recommendations for the business.


Impact

Now in its second year, the program continues to deliver tangible results.

In its inaugural cohort, three delegates moved into elevated roles, including promotion—clear evidence that intentional development grounded in real business challenges can accelerate leadership readiness.

Delegates also described a demonstrable shift in confidence, both in their team-leadership impact and, critically, in their willingness to step forward in business development conversations.

The project recommendations also attracted strong engagement from internal subject-matter experts, who welcomed the opportunity to collaborate with delegates in implementing ideas designed to strengthen the organisation and improve how it operates.r place to work.


Final note

At Perpetual, we see this program as a strong model for preparing highly technical, high-performing professionals to evolve into enterprise leaders, expanding their influence beyond delivery excellence to commercial and organizational leadership.

At the client’s request, their name remains confidential, as they promote the program independently.


Work with us

Organisations facing similar challenges in preparing their next generation of leaders are welcome to connect with Perpetual’s Talent Delivery team to explore how a tailored programme could support their ambitions.

Book a meetig with Perpetual

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