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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

Why the five buckets matter for leadership development

back to all insights leadership

Developing future leaders is one of the most critical priorities for professional services firms today. As organisations grow and markets evolve, technical experts must increasingly step into broader leadership roles—balancing client delivery, commercial impact, people leadership and strategic contribution. Understanding the capabilities required to succeed at this level is therefore essential for firms looking to strengthen their leadership pipeline.

A helpful way to frame these capabilities is through the “Five Buckets” leadership framework, originally articulated by Dom Moorhouse. The model highlights five critical areas that senior leaders in professional services must develop in order to deliver sustained impact.

Five Buckets leadership framework


1. Technical proficiency

Professional services organisations are built on expertise. Senior leaders must therefore maintain strong credibility in their discipline and uphold the quality standards that underpin the firm’s reputation.

Technical proficiency is not simply about being the most knowledgeable person in the room. It is about demonstrating sound judgement, guiding teams through complex client challenges, and ensuring that the firm consistently delivers high-quality work.

For many leaders, this bucket forms the foundation upon which the others are built.


2. Business development capability

Sustainable growth requires leaders who can actively contribute to the development of new opportunities.

Business development in professional services extends beyond traditional sales activity. It involves building trusted client relationships, identifying emerging needs, and engaging in strategic conversations that lead to long-term partnerships.

Leaders who strengthen this capability shift from delivering projects to helping shape the client’s broader agenda.


3. People-centric leadership

As professionals progress in their careers, their effectiveness becomes increasingly defined by the success of the teams around them.

People-centric leadership involves developing talent, creating environments where individuals can perform at their best, and fostering cultures built on trust and accountability. Leaders operating in this bucket invest time in coaching, mentoring, and enabling others to grow.

In high-performing firms, strong people leadership acts as a force multiplier for organisational performance.


4. Strategic contribution

Senior leaders must look beyond immediate client delivery to consider the broader direction of the organisation.

Strategic contribution involves shaping the firm’s future—whether by contributing to long-term priorities, identifying emerging market opportunities, or helping the organisation adapt to changing industry dynamics.

Leaders operating in this bucket bring a wider perspective to decision-making and help ensure that the organisation evolves in a deliberate and sustainable way.


5. Operational excellence

Behind every successful professional services firm sits a set of operational systems that support its growth and performance.

Operational excellence refers to the ability to understand and improve these systems—ranging from financial management and governance to knowledge sharing and internal processes. Leaders who contribute in this area help ensure that the firm runs efficiently and can scale effectively.

This bucket often becomes increasingly important as leaders take on broader organisational responsibilities.


Developing leadership across all five buckets

In practice, the Five Buckets are deeply interconnected. Strength in one area often reinforces capability in another: strong people leadership improves delivery quality, strategic insight strengthens business development, and operational awareness enables better organisational decisions.

For this reason, leadership development programs in professional services firms increasingly focus on helping individuals expand their capability across all five areas, rather than specialising in just one.

At Perpetual, this framework provides a practical lens for designing leadership programs that translate these capabilities into real-world behaviours, enabling high-performing professionals to step confidently into broader leadership roles.

Developing Leadership Across All Five Buckets

If your organisation is looking to accelerate the readiness of its next generation of leaders, we would welcome a conversation about how Perpetual can support that journey.

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