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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".

talent

why executive coaching matters now more than ever

back to all insights talent

At Perpetual, we work with leaders at moments of inflection — stepping into a new role, taking on increased scope, or navigating rapid organizational change. These transitions are powerful opportunities to grow, but they also introduce risk. The difference often comes down to the support systems in place.

That’s where Executive Coaching comes in.

Whether you’re a newly appointed executive or a business leader preparing your top talent for scale, coaching provides the clarity, structure, and strategic space needed to evolve leadership behaviors — and create meaningful results.

Executive Coaching


Why Coaching Works

Perpetual’s Executive Coaching isn’t about generic development plans or performance quick fixes. It’s a high-touch, deeply personalized partnership designed to help leaders shift habits, strengthen self-awareness, and lead with greater confidence and intention.

Our coaches work closely with each client to uncover patterns, identify behaviors that may no longer serve them, and co-create new routines that drive results — both for the individual and the business.

We support growth in areas such as:

  • Communicating with clarity and impact
  • Influencing across complex stakeholder groups
  • Leading through ambiguity and change
  • Strengthening executive presence and confidence
  • Giving and receiving feedback effectively

Whether the goal is personal evolution or organizational impact, coaching is the catalyst for lasting growth.


How the Coaching Program Is Structured

Our Executive Coaching engagements are structured as six or twelve-month, one-on-one programs, typically sponsored by an organization to support the development of key leaders.

Each engagement is tailored to the leader’s role, goals, and context — but follows a consistent, proven structure designed to drive meaningful change:

The program includes:

  • 1:1 coaching sessions (approx. 60 minutes, 1–2x/month), with access to the coach between sessions for ongoing support
  • A contracting session with the coach, coachee, and line manager to align on development goals and success measures
  • A Hogan assessment, designed to deepen self-awareness and unlock potential by leveraging strengths
  • A Hogan 360 assessment and qualitative 360 interviews (up to 8 stakeholders) to gain clear, honest feedback on how the leader is perceived across the organization
  • A customized development plan that aligns coaching goals with business outcomes
  • A midpoint review (month 3) and a completion session (month 6) with the leader and key stakeholder to ensure alignment and long-term success
  • A curated learning toolkit of articles, books, and resources to support applied growth throughout the engagement

This structure allows us to meet leaders where they are — and take them where they need to go, with accountability, strategy, and support every step of the way.

1:1 example coachee roadmap

coachee roadmap

Coaching That Moves Leaders — and Organizations — Forward

Executive Coaching at Perpetual is more than an individual growth initiative. It’s a strategic investment in leadership capacity — one that ripples outward, strengthening teams, shaping culture, and delivering business impact.

For organizations, it ensures your most critical talent evolves alongside the needs of the business. For leaders, it provides the space, feedback, and partnership required to lead forward with purpose.


Meet Traci Gentry: Our Executive Coaching Expert

Traci Gentry

At the heart of our coaching capability is Traci Gentry, a seasoned executive and leadership advisor with a rare blend of global brand-building experience and talent expertise.

Over the course of her career, Traci has led marketing and innovation teams at BIC, Hershey, and Reebok — building high-performing, resilient teams across industries. Today, she brings that same strategic mindset and leadership acumen into her coaching practice, helping senior leaders navigate complexity, scale with confidence, and lead authentically.

As a Columbia University-trained executive coach, Traci works with clients to sharpen their impact, elevate their communication, and unlock clarity where it matters most.

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