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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".

organizational health

driving a culture of sustained high-performance at OOFOS

back to all insights organizational health

client overview

OOFOS is a pioneering brand in recovery footwear, celebrated for its human-centric values and breakthrough product innovation. With a strong sense of community and care embedded in its DNA, the company has built a loyal following and a category-defining position. However, as the footwear marketplace evolved, OOFOS recognized the need to complement its nurturing culture with a sharper performance mindset to sustain its market leadership.


the context

OOFOS found itself at a pivotal crossroads. While its values of empathy and collaboration had fostered a tight-knit, mission-driven culture, the competitive landscape required a refreshed mindset:

  • Competitive Pressure: New entrants in the recovery segment were gaining brand awareness and impacting market share.
  • Clarity and Alignment: A freshly articulated purpose, vision, and strategy was needed to ensure clarity, alignment and momentum.
  • Leadership Dynamics: As the organization grew, leaders required a stronger sense of responsiveness and empowerment.

To address these gaps, OOFOS partnered with Perpetual to orchestrate a cultural refresh through a high-impact offsite with the extended leadership team.


the solution

From June 3–5, 2025, Perpetual designed and facilitated a three-day leadership offsite that served as both a diagnostic and an activation moment for the OOFOS team. The experience was crafted to shift the organization toward a more balanced and performance-oriented culture – without losing the essence of what made OOFOS special.

Key components of the solution included:

  • Leadership Enablement and Empowerment: Encouraged vulnerability and ownership from the top leaders, setting the tone for a culture of feedback, clarity, and accountability. The inclusion of multiple levels of leaders ensured a strong cascade into the organization.
  • Roadmap: Built a concrete roadmap for embedding rituals, adapting systems, and cascading cultural and strategic shifts throughout the organization.
  • Cultural Mapping: Leveraging the Competing Values Framework, we helped the team assess their current state and agree on the need to embrace the “Compete” and “Create” quadrants, alongside their strong “Clan” orientation.
  • Catalytic Ritual Design: Co-created rituals such as the “D&A” (Decision & Action) meeting, aligned OKRs, feed-forward feedback practices, and monthly business performance reviews to institutionalize high-performance behaviors.


the results

Feedback from participants and survey metrics underscored the success and resonance of the experience (scored out of 10):

  • 9.10 — Average score for overall value of the offsite
  • 9.25 — Perpetual’s rating for leading an engaging, informative, and provocative session.
  • 9.25 — Likelihood to recommend Perpetual to peers.

Key takeaways reported by participants included:

  • Greater interpersonal connection and team awareness.
  • Stronger alignment on what high-performance looks like for OOFOS.
  • A clear sense of what’s needed next—from both individuals and the collective.

Post-session, the organization immediately began organically implementing changes to meeting structures and team rituals—early signs of cultural adoption in action.


why it matters

This mission went beyond a single event. It was about catalyzing a movement inside OOFOS—one that preserves its deep empathy while empowering sharper, faster, and more strategically aligned execution.

In a market where innovation and brand leadership are critical advantages, the ability to adapt culturally and act decisively is paramount. OOFOS is now poised to lead not just with heart, but with purpose and precision.

This is the essence of what Perpetual brings: clarity, cultural transformation, and momentum

Participants expressed their enthusiasm and appreciation about the work delivered:

“Great team. Well thought out agenda and activities that helped us learn about one another, the leadership team, and unlocks. Looking forward to the future.”

“Best offsite I’ve participated in throughout my career.“

“We need alignment and clarity for future success; the uncovering of subconscious habits and traits provides opportunities to grow.”

“This offsite was exceptional and run by experts that truly understand OOFOS’ culture and challenges“


want to drive similar impact in your organization?

If you’re looking to activate a new phase of growth within your leadership team, align culture with strategy, or embed high-performance rituals that stick – let’s talk.

book a meeting with a partner

Perpetual is a transatlantic talent advisory firm specializing in building and cultivating human-centric, high-performance cultures through transformational initiatives. Founded in 2013 and with offices in Connecticut, New York and Paris, Perpetual serves clients across North America and Europe.

Perpetual offers a suite of services centered around its proprietary team-to-tribe (t3®) framework, designed to enhance organizational health and performance:

  • Executive Search: Connecting clients with top-tier external talent through a retained search practice.
  • Leadership Development & HR Advisory: Tailored programs focusing on self-leadership, results leadership, culture leadership, and people leadership, including assessments and coaching.
  • Strategy & Culture Labs: Aligning strategy, structure, and talent through interventions like strategic planning programs, team dynamics analysis, mission development, and culture design.
  • Executive Coaching: Targeted coaching engagements aimed at elevating leadership capacity and driving meaningful behavioral change.
  • Talent Assessment: Utilizing tools to assess current talent and identify future needs, ensuring alignment with organizational goals.
  • Leadership Development Program: A transformative, cohort-based journey designed to equip current and emerging leaders with the mindset, skills, and tools to lead with clarity, impact, and authenticity in fast-changing environments.

Perpetual’s approach is characterized by a commitment to cultural agility, integrity, and delivering impactful results tailored to each client’s unique context. Their team comprises practitioners with real-world leadership experience, enabling them to design and implement multi-dimensional transformation programs effectively.

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