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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 hte 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

Laura McKenna: A Seasoned Executive Coach Transforming Leadership and Performance

In the dynamic landscape of leadership and professional development, individuals often seek guidance and support to navigate the complexities of their careers. Enter Laura McKenna, a West Point graduate, former Army Officer, Afghanistan Veteran, and award-winning leadership educator. With over two decades of experience leading high-performing individuals and organizations, Laura has seamlessly transitioned her military expertise into the realm of executive and performance coaching.

Military Background, Global Perspective and Leadership Experience

Laura’s journey began as a child: an Army “brat” growing up in a military family, influenced, mentored, and raised by military leaders.  Her background as a military child and her own service-driven relocations, including living internationally in Europe and Asia, equipped her with a unique global perspective.

Choosing the path of military leadership for herself, Laura commissioned as a Military Police Officer, leading organizations during critical deployments to the Pentagon in the aftermath of the 9/11 attacks and later to Afghanistan. Her versatility shone through as she transferred to Aviation, where she flew Blackhawk helicopters. The capstone and greatest joy of her military career was teaching leadership at West Point, culminating in the prestigious Krzyzewski Award for Character Education Excellence.

Transition to Corporate Leadership and Professional Coaching

Following her military service, Laura transitioned into corporate leadership roles, contributing her skills to manufacturing, physical security, and financial services. Innately driven to empower high performance in leaders and teams, Laura decided to pursue professional coaching, leveraging her leadership skills and diverse background to guide individuals and organizations toward excellence. 

Outside of the military, Laura has been providing executive coaching, human performance coaching, and integrative functional coaching for organizations and individuals for nearly a decade. 

Executive Coaching at Perpetual

Currently serving as a certified coach at Perpetual, a transatlantic talent advisory firm, Laura brings a wealth of experience to her role. Perpetual specializes in supporting clients in building and cultivating human-centric, high-performing cultures. As an executive coach, Laura is dedicated to helping clients develop essential leadership skills and abilities.

Client Focus and Signs for Executive Coaching

Laura works with motivated and achievement-oriented professionals, from influential individual contributors to managers to CEOs. She helps clients overcome obstacles, manage stress, and make strategic decisions. Signs that one might need an executive coach include the desire for personal and professional growth, a frustrating or seemingly insurmountable obstacle, the need for a safe and neutral sounding board, a quest for increased self-awareness, and the aspiration to evolve as a leader.

How Executive Coaches Can Benefit Individuals and Organizations

Executive coaches play a pivotal role in enhancing organizational performance. By working with leaders and teams, they contribute to talent retention and the creation of an engaged and motivated workforce. Laura McKenna’s expertise allows her to assist executives in understanding their innate task-drives, talents, strengths, weaknesses, hot buttons, and derailers, as well as their limiting and unproductive beliefs.  She helps leaders to see, know, equip, and empower the members of their teams.  Laura’s coaching facilitates leaders to evolve, improve performance, create career plans, prioritize and manage tasks, enhance communication skills, improve workplace relationships, and make better decisions.

Benefits of Executive Coaching

The benefits of executive coaching are multifaceted, including but not limited to increased self-awareness, improved self-confidence, improved work performance, happier and more productive relationships, better business performance, improved leadership skills, boosted motivation and focus, greater ability to self-regulate, and more effective decision-making.

Conclusion

In the ever-evolving landscape of leadership and professional development, individuals and organizations alike can benefit from the guidance of seasoned executive coaches like Laura McKenna. Her rich background, coupled with a passion for cultivating leadership excellence, positions her as a transformative force in the world of executive coaching, contributing to the success and growth of individuals and organizations across diverse sectors.

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How to Run a Meeting That Doesn’t Suck The Life Out of Your Team