enfr

talk
to us

New York
250 Park Avenue,
14th Floor New York City, NY 10177

Connecticut
22 Thorndal Circle,
3rd Floor Darien, CT 06820

Paris
23 rue du Mail
75002 Paris – France

info@beperpetual.com
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

Case study: unlocking the next level in a high-performing team

Client overview 

Laboratoires Expanscience is a long-term partner of Perpetual. They are a global purpose-driven dermo-cosmetics company (with brands like Mustela and Babo Botanicals), recognized for its commitment to people, innovation, and positive societal impact.

For the past 6 years, in partnership with the US leadership team, we have focused our efforts on taking them to the next level of team performance, building on their culture of trust, engagement, and collaboration. 


The context 

The leadership team offsite in October 2025 confirmed the need to focus on communication within the team, including feedback.

Using our proprietary tool, Team-to-Togetherness (t3®), we highlighted the strengths and areas of development of the team at that moment: 

  • Amazing scores in Togetherness, Belonging, Empowerment and Clarity & Alignment. 
  • Need to improve in Agile Execution: all behaviors that allow the team to adapt, debate, decide, and move quickly under pressure 


With this in mind, we crafted an all-team immersive offsite touching on the following topics: 

  • How do we lean into productive discomfort to keep improving? 
  • How do we make feedback more direct without eroding safety? 
  • How do we strengthen execution when conditions change? 
  • How do leaders model trust, ownership and accountability at the next level?


The solution

In November, Perpetual facilitated a two-day team-wide offsite in the Catskills, bringing together approximately 30 participants. 

The experience was deliberately designed as a stretch moment, pushing an already strong team to think differently, challenge habits, and elevate how they work together.

Key highlights included: 


Data-informed reflection 
The offsite was anchored in the t3® diagnostic results, providing a shared language and objective foundation. Rather than debating opinions, the team worked from clear insights about what was working, and where greater discipline and courage were required. 


Psychological safety & productive discomfort 
Leaders explored the neuroscience of psychological safety, understanding how threat responses shape behavior, communication, and feedback. From there, the group engaged in conversations and exercises designed to si just outside their comfort zone, strengthening their ability to speak up, listen deeply, and stay present in tension.


Feedback & feedforward practices 
A central focus was placed on feedback: when to give it, how to make it safe, and how to ensure it actually serves progress rather than avoidance. The team reframed feedback as a tool for building the future – not reliving the past – and practiced more intentional, courageous conversations. 


Trust, empowerment and accountability 
Through interactive, challenging experiences, team members experienced trust and authenticity, logic, and empathy, explored empowerment, and discussed what it truly takes to build a culture accountability rooted in ownership rather than control.


Envisioning the “next level” 
The experience concluded with a forward-looking set of actionable tools: identifying the mindsets, behaviors, and ways of working that would help the team move from working well to high-performing.


The results 

The offsite generated strong resonance across a demanding leadership audience: 

  • Over 90% satisfaction with the delivery across the participants, reflecting both the relevance and impact of the experience.

  • Leaders reported deeper awareness of team dynamics, increased comfort with candid dialogue, and a stronger shared responsibility for how the team shows up day-to-day.

  • The team left with a clearer, more explicit commitment to feedback, psychological safety, and accountability as enablers of performance – not soft concepts, but practical leadership tools.


Importantly, participants embraced the value of discomfort as a driver of growth, recognizing that maintaining high performance requires continuous reflection, challenge, and intentional practice. 

Laboratoires Expanscience team


Why it matters

This engagement was not about fixing dysfunction, it was about choosing excellence on purpose. 

By creating the space to slow down, reflect, and engage in honest conversations, Laboratoires Expanscience US reinforced its ability to adapt, execute, and lead with clarity in an incredible complex environment. Teams that are willing to step into discomfort, while preserving trust and safety, are the ones that sustain performance over time.

This is Perpetual’s mission: help teams unlock their next level through clarity, courage, and experiences that create lasting momentum. 


Want to unlock the next level in your leadership team? 

See more insights

Re-energizing a company in transformation: our 2-stage Leadership journey with First Aid Beauty

Beauty Insights: “Grab the popcorn, 2026 will be off the charts”

Quarterly Insights – Empowering Talent, Delivering Excellence – Q4 2025

Using Insights Discovery to unlock team performance