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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

What is Heineken’s thrive forward leadership program?

back to all insights leadership

As global organizations seek ways to survive and thrive in an increasingly VUCA environment, the mandate to strengthen leadership capability has never been more critical. To support this challenge, Heineken launched Thrive Forward, a breakthrough leadership development experience designed to accelerate top leadership capability across its global operating companies.

To bring this program to life, Heineken partnered with a small group of strategic advisors. Perpetual is proud to be one of the partners supporting the rollout across the Americas, working closely with leadership teams to translate insight into real business impact.

And Thrive Forward is not a traditional leadership program. It represents a fundamentally different approach to developing leaders who can drive enterprise transformation.


Leadership development designed for Heineken’s EverGreen 2030 strategy

Thrive Forward was created to support Heineken’s EverGreen strategy for 2030, ensuring senior leaders have the mindset, commitment, and capabilities required to bring this ambition to life.

Rather than focusing only on skill-building, the program addresses something deeper: how leaders think, behave, and interact as a collective leadership system.

The experience is designed to help leaders:

  • Develop deeper awareness of their leadership identity
  • Strengthen collaboration within executive teams
  • Align leadership behavior with enterprise performance goals

This integrated approach allows leadership development to move beyond theory and into tangible organizational impact.

Thrive Forward


Unlocking the hidden drivers of leadership behavior

A defining element of Thrive Forward is its focus on the “inner game” of leadership.

Many leadership programs concentrate primarily on competencies or frameworks. Thrive Forward takes a different approach by helping leaders uncover the unconscious beliefs and habits that influence how they lead.

As psychologist Carl Jung famously observed:

“Until you make the unconscious conscious, it will direct your life and you will call it fate.”

Through structured reflection and facilitated insight, leaders examine the patterns that both enable and limit enterprise performance. By surfacing these hidden drivers, leaders gain the awareness necessary to evolve how they show up for their teams and organizations.


From individual insight to collective leadership

Once leaders deepen their understanding of themselves, the program shifts toward how leadership teams operate together.

This stage focuses on building what many organizations refer to as the “first team” mindset – where senior leaders prioritize enterprise success over functional silos.

Leaders work together to establish shared rituals that create:

  • Greater clarity around priorities
  • Stronger alignment across leadership teams
  • Faster and more agile decision-making

By strengthening how leaders collaborate at the top, organizations can dramatically improve the effectiveness of their entire leadership system.

Heineken Thrive Forward program


Expanding the lens to enterprise performance

The final stage of Thrive Forward zooms out to focus on the organization as a whole.

Leaders explore the dynamics shaping enterprise performance and identify ways to generate sustained momentum across the business.

This broader perspective helps leadership teams move beyond individual development toward collective transformation that impacts strategy execution, culture, and results.


Why many leadership programs fail to drive real change

Traditional leadership development programs often emphasize skills and frameworks. While these tools are valuable, they rarely produce lasting behavior change on their own.

As a result, organizations frequently see limited impact on business performance.

Thrive Forward addresses this gap by focusing on the internal shifts that enable leaders to adopt new behaviors more naturally. When leaders gain deeper insight into their motivations and habits, they become far more open to applying new ideas and capabilities.


A leadership journey, not a one-time event

Another distinctive element of Thrive Forward is its journey-based design.

The program is structured around three core modules, each supported by preparation work beforehand and practical application afterward.

This format allows leadership teams to:

  • Reflect between sessions
  • Experiment with new behaviors in real business situations
  • Hold each other accountable for progress

By extending the learning experience over time, leaders are more likely to integrate insights into daily leadership practices.

Thrive Forward program


Engagement and performance: a reinforcing cycle

At Perpetual, this approach aligns closely with our philosophy of leadership development.

Our work focuses on the rare but essential combination of driving both engagement and performance simultaneously.

While engagement is often assumed to cause performance, research suggests the relationship is more complex. Recent longitudinal studies indicate the two reinforce each other over time.

For example:

  • Bakker et al. (2023) found that work engagement and job performance predict each other in a reinforcing feedback cycle.
  • Earlier research by Rosenzweig (2007) highlighted how performance and engagement often evolve together rather than through a simple cause-and-effect relationship.

This insight underscores the importance of leadership programs that focus on both human dynamics and business outcomes.

Thrive Forward program


How Perpetual helps leadership teams turn insight into results

Perpetual’s approach to leadership development combines:

  • Evidence-based research
  • Provocative facilitation techniques
  • Deep business experience

Because our team has worked directly in business environments, we understand the real challenges leaders face when trying to translate insight into action.

By connecting personal leadership transformation with enterprise performance, we help leaders, teams, and organizations create meaningful and lasting change.

Curious how this type of leadership experience could work in your organization?

Talk to a leadership development expert

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