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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

Central National Gottesman | high-performing team accelerator program

back to all insights leadership

Perpetual was requested to support the Global Pulp business at Central National Gottesman across two specific leadership meetings. The first was Newport, Rhode Island where the CNG Leadership team came together to conduct business planning and to gain an introduction to the team-to-tribe® (t3®) high-performing team capability program. Perpetual facilitated the business planning component of the meeting and provided insights into best practices in the areas of strategic alignment and achieving business outcomes. The program also provided a 1.5-day introduction to the t3® program exploring the tenets of high-performance required to drive improved business outcomes. The program was highly engaging, tailored to the team dynamics of the CNG leadership team and provided the opportunity for reflection on performance against a variety of interesting simulations. 

The following concepts were introduced, first team mindset – how we show up as one team to deliver overarching business outcomes rather than fighting for our individual business unit. Trust – How we must operate with confidence that each of us will deliver our Mission whilst ensuring that we manage friction at the boundaries of our operations with positive intent. Unconditional Mission Delivery – how a critical view of Mission Delivery enables us to have the challenging debate required to move the dial of performance outcomes. Critical Thinking – How to think, deeply to solve protracted issues or to find new opportunities. Feedback – How personal, in-the-moment feedback can make us aware of our blind spots and create a culture where feedback is regularly given and received.

The second delivery was for the Extended Leadership Team and selected clients of CNG to come together in Mexico for a 4-day delivery focusing on cascading business planning imperatives and to undertake t3 training for the entire team. The program was developed to engage and inspire the ELT and put in place the fundamentals of high-performance team ways-of-working. The program included developing specific rituals – which ways of working can help deliver high-performance outcomes, Leadership and Followership – how do we show up as leaders and how do courageous followers unlock the potential of any team, Competitive Mindset – What will it take to beat the competition, Problem-Solving – Introduction to the CASPER framework for agile problem solving and project execution and Communication – How well do we communicate through various media to ensure project success. Perpetual managed the full project management and execution of the delivery – including event and venue sourcing, program development, facilitation throughout and social program.

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