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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

military precision to boardroom performance｜part 1

back to all insights leadership

One of the foundational lessons I brought from my time as an officer in the Royal Marines into the creation of Perpetual’s t3 teams model is this: The balance between mission clarity and people care isn’t just military wisdom—it’s a leadership principle that drives every high-performing team we help build.

Back then, it shaped every decision we made under pressure. Now, years later, as I work alongside leaders trying to scale businesses, navigate transformation, or realign teams, I see just how relevant it still is.

(image – Steve Morrissey, CEO & Founder, Perpetual on Jungle Warfare Instructors Course, Brunei 1993 – 4th from left)

Because here’s the truth: you can’t deliver the mission without your people, and you can’t lead your people without a clear, meaningful mission.

And yet – I see businesses struggle with this balance all the time. Some are so obsessed with outcomes (tasks/results) that they burn out their teams. Others are so focused on culture and wellbeing (people/engagement) that they lose sight of performance. It’s a false choice. The best leaders and the best businesses hold both at the center and develop t3 teams.

When You Prioritize Both, Growth Follows

In the Royal Marines, we were expected to lead with absolute clarity about the mission. But we were also taught to earn trust, care deeply for the team, and never lose sight of the individuals behind the uniforms.

Today, I see the same approach driving success in boardrooms and across all consumer goods clients we serve. Leaders who set clear direction and create an environment where people feel seen, supported, and stretched those are the ones building truly high-performing teams.

I’ve seen this lesson in action:

  • In founder-led businesses trying to scale without losing their culture.
  • In PE-backed leadership teams under intense pressure to grow.
  • In high-growth consumer brands building structure without stifling creativity.

What they have in common is a leader (or leadership team) that holds the tension: clarity of purpose and care for people.

Three Things You Can Do Today

Here are a few simple practices I’ve learned from the military and applied in business:

1. Define the Mission — and Make it Real (provide Clarity & Alignment)

People want to rally behind something, but they can’t if your vision is vague or buried in slide decks.

Ask yourself: Can everyone in my business explain our mission in a sentence? Do they know what matters most this quarter? This year?

Try this: Write down your own version of a “Commander’s Intent” — a short, clear message that explains the goal, the ‘why,’ and ‘what’ success looks like. Use it to align and energize your team.

2. Build Readiness, Not Just Resilience

In the military, we trained relentlessly before we ever hit the field. We were expected to be ready before it got hard—not after.

Ask yourself: Are we developing our people proactively? Are we building the capabilities we’ll need 6–12 months from now, or waiting until we hit a wall?

Try this: Build leadership development into the flow of work. Don’t treat it as a perk or a luxury. Use team off sites, coaching moments, or internal forums to stretch your leaders. Want to know more about how Perpetual supports high-impact leadership retreats?

learn more

3. Hold the Line on Accountability—with Empathy

One of the most misunderstood ideas in leadership is that empathy and accountability are opposites. They’re not.

Ask yourself: Do I make expectations clear? Do I give people support and challenge in equal measure?

Try this: Create space for honest “mission check-ins”—conversations that go beyond numbers to ask: Are we making progress? What’s blocking us? What support do you need?

Final Reflection

“Mission-focused, People-Centered” isn’t just a military slogan. It’s one of the best leadership mantras I know. And it’s never steered me wrong—whether I was leading Marines through uncertainty or helping a client reshape their business.

The businesses that thrive don’t trade off one for the other. They know performance and humanity go hand in hand.


That’s where the magic happens.

About the author: Steve Morrissey is an accomplished professional specializing in Executive Search, Executive Coaching, and Lead Facilitation. With a strong dedication to his work, he assists consumer brand clients in developing and nurturing human-centric, high-performance cultures through transformative initiatives that enhance organizational health. Before entering the corporate world, Steve proudly served as a Royal Marines Commando Officer in the United Kingdom, where he earned an eight-year commission. Want to know more about how Perpetual supports high-impact leadership retreats?

book a meeting with Steve

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.
  • Transformation: the strategic r(e)design of a client’s sales, marketing, and go-to-market capabilities to drive sustained revenue growth and margin improvement. We excel in building a high-performing commercial engine that is data-driven, customer-centric, and execution-focused.

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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