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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

from insight to impact: how Perpetual elevated leadership at Fever-Tree USA

client overview

Fever-Tree USA is part of the globally recognized premium mixer brand, Fever-Tree, known for revolutionizing the beverage industry with its all-natural mixers. With rapid growth in the U.S. market and a commitment to excellence, Fever-Tree aims to empower its teams with leadership that matches its market ambitions and cultural ethos.


the context

As Fever-Tree USA scaled its operations, leadership clarity became a critical need.

The CEO and VP of Human Resources identified a pressing challenge: how to cultivate specific leadership behaviors and competencies that would drive both cultural cohesion and operational excellence in a fast-paced environment.

While the brand was thriving commercially, its internal leadership capabilities required a structured approach to support sustained growth. The lack of a clear competency framework was beginning to limit consistency in leadership impact and hinder team alignment.


the solution

Perpetual partnered with Fever-Tree USA to design and deliver a precision-led leadership transformation initiative. The programs we developed were carefully tailored to their cultural vision and business strategy.

We began with a rigorous evaluation of the company’s existing leadership competencies, using a structured assessment model to surface both strengths and developmental gaps.

This insight-led diagnostic became the foundation for two tailored programs:

  • Leadership Development Program for senior leaders.
  • Manager Development Program for building foundational leadership skills across mid-level management.

Each program was intentionally crafted to align with Fever-Tree’s business strategy and cultural vision. The curriculum included experiential workshops, interactive sessions, personalized coaching, and peer-led forums, all designed to cultivate targeted leadership behaviors and embed them into daily practice.

Ongoing competency evaluations ensured that both programs remained adaptive, relevant, and tightly integrated with evolving business needs

the results

The impact was both measurable and meaningful. Fever-Tree USA reported:

  • Enhanced behavioral consistency among leaders, aligned with strategic objectives
  • Noticeable increases in employee engagement, motivation, and retention
  • Stronger cultural alignment across teams
  • Accelerated adoption of new leadership behaviors, resulting in improved team performance

Charles Gibb, CEO of Fever-Tree North America, said:

“Perpetual’s Leadership and Manager Development Programs have set a new standard for us. The facilitation was outstanding, and the peer-to-peer engagement created an environment of deep learning and reflection. We’ve seen genuine transformation—our leaders are now approaching strategy and execution with sharper focus and greater confidence. The impact has been invaluable.”


why it matters

This case exemplifies Perpetual’s expertise in connecting leadership development directly to business outcomes. By beginning with deep evaluation and aligning solutions with cultural and strategic imperatives, we help our clients build high-performance, human-centric cultures that can scale. Fever-Tree’s journey mirrors challenges faced by many fast-growing companies—and highlights how clarity and customization in leadership development can drive real transformation.


want to drive similar impact in your organization?

Book a meeting with one of our experts to explore how our Leadership Development Programs can empower your leaders to grow, inspire, and drive lasting success within your organization.

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leadership development program