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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".

blog posts

Achieving clarity and goal alignment in high-performing teams: from strategy to execution

by Steve Morrissey, CEO at Perpetual

In the Perpetual t3 framework for Organizational Health and High-Performing Teams, Clarity and Alignment are fundamental. More than just corporate buzzwords, they determine whether a team operates as a truly high-performing unit or as a group of individuals moving in different directions.

At their core, clarity and alignment ensure that every team member not only understands their role but also sees how their contributions drive the organization’s broader mission forward. Without them, even the most talented teams risk inefficiency, miscommunication, and wasted potential.

The power of clarity

Clarity starts with a well-defined vision and strategic intent. Leaders must articulate not just where the organization is going, but also how it will get there. This clarity should cascade through the organization—from the top-level vision to department goals and individual key performance indicators (KPIs).

When every team member understands how their work connects to the bigger picture, they operate with greater confidence, purpose, and efficiency. Without this clarity, even the best strategies can stall in execution.

Why alignment matters 

While clarity provides the roadmap, alignment ensures everyone is moving in the same direction. It’s not just about knowing the vision—it’s about commitment to it. Aligned teams work cohesively, invested in the organization’s success.

Crucially, alignment isn’t about enforcing top-down directives. It’s built through engagement and inclusion. When teams are involved in setting priorities and defining execution plans, they develop a sense of ownership. This commitment fuels momentum, even when tough decisions need to be made.

It’s also important to note that alignment does not mean consensus. In fact, over-prioritizing consensus can slow innovation and stall action. True alignment allows for debate, but once a direction is chosen, the team commits to moving forward together.

goals settings & alignment

From strategy to execution: a real-world example

Clarity and alignment are not just theoretical concepts—they are practical necessities for organizations navigating complexity. A recent example of this comes from our work with CNG Global Pulp Group, where Perpetual supported the Leadership Team recently with a Mission Alignment session to help sculpt the successful outcomes for 2025. 

Over the years, Perpetual has supported CNG in a variety of ways with the overarching lens of improving business performance and personal growth throughout the global organization. This has included programs in the areas of, Strategic Planning, Leadership Development, Conference Planning & Delivery and Executive Coaching, as examples.  

In our most recent engagement, we conducted a virtual session with CNG’s Leadership Team. The goal? To reflect on company performance, assess opportunities for 2025, and pinpoint friction points—both internal and external—that could impact execution. This included discussions on macro industry trends, competitive pressures, and internal capacity for change.

Reflecting on the session, Perpetual’s Nigel Robinson noted:

“Our value-add in this meeting was to provide a forum for a global discussion on Mission Priorities and to stimulate a challenging debate around what it will truly take to move from planning to execution in a highly dynamic global marketplace.”

The team left the program with a clear sense of the Mission Priorities that will help accelerate the business in 2025 and a sense of shared purpose across the multiple geographies represented at the meeting. These Must Win Battles will be shared with the entire team at the upcoming company conference in Istanbul which will also include suppliers, customers and industry thought leaders in a fascinating event for the industry. 

Operationalizing alignment: cascading vision into action 

CNG’s experience underscores a key lesson: clarity and alignment must be operationalized to be effective. A well-articulated strategy means little if it isn’t translated into specific, actionable goals and measurable outcomes.

A simple yet powerful approach is goal nesting, where organizational objectives cascade down to team-level priorities and individual KPIs. For example, if a company sets a goal of growing market share by 15%:

  • Marketing might focus on increasing brand awareness
  • Sales could prioritize new client acquisition
  • Operations might enhance efficiency to support scalability

By aligning individual contributions with the broader strategy, companies create a direct line of sight between daily actions and long-term success.

Embedding clarity & alignment as a Leadership ritual

Clarity and alignment aren’t one-time initiatives—they are ongoing leadership practices.
To sustain them, organizations must:

✅ Over-communicate the vision – Repeat strategic goals until they become second nature.
✅ Foster open dialogue – Create spaces for questions, discussion, and refinement.
✅ Simplify priorities – Ensure objectives are clear, actionable, and aligned across teams.
✅ Translate strategy into KPIs – Break down goals into measurable outcomes.
✅ Review and adjust regularly – Adapt priorities as the business landscape evolves.

Conclusion: the cost of misalignment 

The absence of clarity and alignment can quietly derail even the most promising strategies.
When teams lack direction, resources are wasted, decisions stall, and frustration builds.

But when clarity and alignment are deeply embedded in an organization’s DNA, teams move with focus, collaboration, and a shared sense of purpose.

Our work with CNG Global Pulp Group illustrates this in action—alignment isn’t just about vision-setting; it’s about ensuring that vision translates into measurable, high-impact execution.

At Perpetual, we believe that high performance isn’t just about talent—it’s about focus, collaboration, and a relentless commitment to a shared mission. By continuously reinforcing clarity and alignment, organizations unlock their full potential and drive sustained excellence.

See more insights

Bridging The Generation Gap: Leadership Strategies For Today’s Workforce

navigating change: why most leaders struggle—and how to succeed

5 practical steps for leaders to build psychological safety

leadership development program