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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

t3® diagnostic for organizational health

back to all insights organizational health

Executive summary

Organizations do not fail because of strategy alone; they falter when teams lack the collective capability to execute. The Perpetæual team-to-tribe (t3®) diagnostic provides a research-backed method for measuring the health, maturity, and performance capability of leadership teams and organizations. By establishing a quantitative baseline across six attributes of high-performing teams, the diagnostic enables organizations to design targeted transformation journeys that systematically move teams from functional groups toward deeply aligned, high-performance “tribes.”


Background: why measure team health?

Across industries, leadership teams frequently possess strong strategic plans yet struggle to deliver sustained results. Research undertaken by Perpetual demonstrated that membership in a high-performing team is one of the most powerful drivers of employee motivation and effort, surpassing traditional factors such as compensation or benefits.

This insight led to the development of the t3® framework, a structured model designed to measure and improve the drivers of team effectiveness and execution capability. The diagnostic provides leaders with a clear understanding of where their teams currently operate on the maturity spectrum and what interventions will unlock the next stage of performance.


The science behind the diagnostic

The t3® diagnostic is grounded in a research program examining the contributors to employee motivation and performance. A multi-variable regression model showed that intrinsic drivers—particularly membership in a high-performing team—are among the strongest predictors of motivation and effort, reinforcing the central role of team dynamics in organizational outcomes.

This research formed the basis of the t3® model and its associated diagnostic methodology, which now incorporates a significantly expanded dataset gathered through years of client engagement.


How the t3® diagnostic works

The diagnostic is a structured assessment administered to leadership teams, functional teams, or entire organizations. Participants respond to a set of research-validated questions across six attributes of organizational health. Results are aggregated into a comprehensive t3® scorecard that provides:

  • A quantitative baseline of team health
  • Attribute-level strengths and development gaps
  • Comparative benchmarking against high-performing teams
  • A prioritized roadmap for targeted intervention

The output enables leaders to understand not only how their team is performing, but why, and what must change to accelerate execution and engagement.


What the diagnostic measures: the six attributes of high-performing teams

The t3® framework measures the hierarchical capabilities that collectively define organizational health. Each level builds on the foundation below it, meaning under-investment in lower attributes limits progress toward sustained high performance.

1. The Right Stuff

Talent, capability, and attitude. Teams must possess the functional competence and mindset required to perform their roles effectively.

2. Clarity & Alignment

Shared understanding of vision, strategy, priorities, and individual objectives. Members know what to do and why it matters.

3. Empowerment

Structural and cultural conditions that allow individuals to act decisively, contribute fully, and execute without unnecessary barriers.

4. Belonging

Values alignment, trust, and commitment to the purpose and behaviors of the organization, strengthening engagement and ownership.

5. Agile Execution

Decision-making discipline, performance rituals, learning cycles, and adaptive execution capabilities that enable sustained delivery.

6. Togetherness

The highest maturity level, characterized by deep trust, camaraderie, shared identity, and collective resilience that drives extraordinary performance.

Together, these attributes provide a comprehensive picture of organizational health and execution readiness.


Establishing the baseline: from insight to action

A central purpose of the t3® diagnostic is the creation of a clear baseline, a measurable snapshot of where a team stands today. This baseline enables leaders to:

  • Identify performance bottlenecks that strategy alone cannot solve
  • Understand engagement and cultural drivers affecting results
  • Align leadership priorities around the most critical team capabilities
  • Track improvement over time using repeated diagnostics

Because the attributes form a logical hierarchy, the baseline also reveals where foundational work is required before advanced interventions will be effective.


From diagnostic to transformation: bespoke t3® journeys

Following assessment, Perpetual partners with organizations to design bespoke t3® journeys: structured programs that move teams progressively along the Team-to-Tribe continuum. These journeys may include:

  • Leadership alignment workshops and strategy-to-execution design
  • Organizational design and empowerment interventions
  • High-performance team rituals and operating model redesign
  • Culture, trust, and belonging initiatives
  • Coaching and leadership capability development
  • Enterprise-wide transformation programs

Each intervention is mapped directly to the diagnostic results, ensuring that organizational development investments address the most impactful drivers of performance.

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