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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

your company is HUMAN: installment 10

back to all insights leadership

by Duke Maines

Your people are going to leave your company sooner or later! However, there are many things that organizations should consider to ensure they maximize the “lifetime” contribution of any employee.  Most importantly, it’s worth noting that employees don’t leave because of money or titles, they leave because they stop growing. 

One of the toughest talent challenges for small and mid-sized companies is this: how do you keep high-performing employees engaged when they’re ready for promotion—but no roles are available? 

Before drafting this post, I asked ChatGPT the same question. Its answer struck me as exactly right: companies need to redefine growth so it’s not solely tied to promotions or pay bumps. That’s easier said than done—especially when employees see friends at larger firms getting both. 

So the real question becomes: how do we do it in practice? 

Start with accepting who you are and being transparent about it. This means, if there are not a lot of options for folks to take on new positions or these new positions require geographical moves may be untenable to field-based employee, just be transparent about it.  It is reality, and all know it, so just be candid.  Then add, we still work to provide avenues of growth for all employees so they can advance personally and professionally in ways that are consistent with our organizational realities.  

Then think “out of the box” about how to do just that.  If the organization has a strong culture that is both human-centric and high-performance focused, that’s a good start—and a rare combination to see in reality.  

Now, consider that your people are human with real needs and wants and identify some mechanism to provide them more growth opportunities. 

Here are three approaches I’ve seen work especially well: 

  • The Development Passport 
    A creative “old school” tool that looks like a real passport. Each page highlights a learning milestone with experiences, coaches, or projects that help the employee practice, apply, and then leap to the next opportunity. Managers and L&D leads “stamp” the page once the person demonstrates readiness. A tangible, motivating way to track growth. 
  • Connect to Life Purpose 
    Help employees uncover three moments from their past when they were fully in “flow.” Those stories reveal themes that point to personal purpose. For example, mine is: E3>4{gg} or energize, educate, and evolve people & organizations for the greater good. The organization’s opportunity? Support employees in aligning their work with that purpose. 
  • Invest in What They Care About 
    One company I know gives employees $10,000 and a week off each year to support a cause they’re passionate about. The only condition: they must be hands-on and share the experience with colleagues with real lessons from a learning perspective. The result? Deeper engagement and a powerful retention lever. 

Of course, there are many other ideas out there. I’d love to hear what has worked in your organizations. 

At the end of the day: growth ≠ promotion. 
Growth means being transparent with people and giving them opportunities that matter—inside and outside of work whilst supporting them as human. It’s a career lattice, not a career ladder. 

For leaders who need help crafting and implementing the right strategy, my firm, Perpetual, is here to support you. 

About Duke

Duke

Duke Maines
Partner at Perpetual

Duke is a partner at Perpetual and an organizational psychologist with over 25 years of experience in leadership development, talent management, and change management. He built and led what is widely considered the best sales organization in the beer industry at Boston Beer Company—brewers of Samuel Adams—and later founded Oregon Ale & Beer Co., which became a top ten craft brand within a year.

He has since guided culture and transformation efforts across industries, including two of the largest mergers in history, and has taught at INSEAD and Wharton. Known for his provocative interventions and unconventional titles such as Chancellor of Challenge and Optimus Prime of Talent Maximization, Duke helps organizations align with purpose to accelerate growth.

Duke brings humor, energy, and authenticity to his work. When he’s not guiding leaders and organizations, he enjoys great beer, meaningful conversations, and finding ways to blend passion with performance.

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