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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

Military Precision to Boardroom Performance｜Part 2 – How Military Principles Elevate Executive Search

No Compromise on Character “The Right Stuff, with attitude”: Lessons from Military Selection for Executive Search

by Huw Rothwell


After three days without sleep and soaking wet, I was sprinting through a marsh at night with live gunfire overhead. Two radios barked conflicting instructions as I gasped for breath, guiding 30 soldiers toward an enemy position no one had yet located. I was 19 years old. Thankfully, it was just training.

That moment—British Army officer selection—was among the most formative of my life. It wasn’t just about stamina. It was about who showed up under pressure. Who stayed composed when sleep-deprived. Who still treated others with respect. What we were really evaluating was character—or what we now call at Perpetual: The Right Stuff, with attitude.

Not everyone passed. That was the point.

Perpetual t3 framework
Perpetual’s proprietary t3 framework of organizational health and the attributes of high performing teams


From the Field to the Boardroom

On the surface, military selection and executive search might seem worlds apart—one forged in the crucible of national defense, the other in commercial boardrooms. But in truth, both disciplines share a core mission: identifying, assessing, and selecting individuals with the capability, character, and potential to lead under pressure.

Now, as a Partner at Perpetual, I lead executive searches for high-growth, founder-led brands and private equity-backed businesses. And I find myself drawing on those same lessons from officer training. Because while the terrain has changed, the stakes haven’t.

The wrong leader doesn’t just miss targets—they fracture culture, lose momentum, and stall transformation. The right one? They catalyze growth, elevate teams, and write the next chapter of a company’s story.

Huw Rothwell


The Seven Parallels Between Military Selection and Executive Search

  1. Leadership Under Pressure – Military training pushes candidates to make critical decisions amid chaos. The business world does the same—uncertainty, crisis, transformation. Our search process digs into how leaders behave when the plan falls apart.
  2. Selection for Potential, Not Just Performance – Military programs seek those with untapped leadership ability. Likewise, we help clients look beyond past titles to find those ready for more—especially in ambiguous or scaling environments.
  3. Rigor in Evaluation – Elite military units simulate real-world conditions. At Perpetual, we integrate structured interviews, psychometrics, deep referencing, and case-based scenarios. It’s not about how someone talks about leadership—it’s about how they lead.
  4. Values and Culture Fit – The best military leaders live the values of service and mission above self. In business, the best leaders embody company values, not just its strategy. Culture is fragile. We protect it.
  5. Consequential Selection – In both contexts, a poor hire can cost everything—lives in one case, millions in the other. That’s why we treat executive hiring not as a transaction, but as a strategic inflection point.
  6. Continuous Debrief and Development – Military AARs sharpen the system. We apply the same mindset with post-placement reviews and candidate development insights to refine and improve every search.
  7. The Human Element – Great leaders don’t just deliver—they inspire. Military or business, leadership is about building trust, creating safety, and guiding people through complexity with clarity and empathy.


Character is a Growth Strategy

I’ve seen what happens when organizations compromise on character:

  • A CMO with pedigree but no humility.
  • A President who hit targets but shattered trust.
  • A “rockstar” hire who couldn’t flex to meet the moment.

The right CV isn’t enough. The best leaders demonstrate values, humility, humor, and resilience when it matters most. They leave businesses better than they found them—not just on paper, but in spirit.


Three Ways We Hire for Character

  1. Look Past the Pedigree – Ask: When did they last stretch—and who did they bring with them?
  2. Pressure-Test for Values Fit – Ask: Will this leader lift the team or dominate it?
  3. Go Deep in Referencing – Ask: Would you work with them again? Did they leave behind capability or just chaos?


Final Reflection

Leadership selection—done right—is a deeply human process. It’s about finding the individual who isn’t just impressive on paper but who shows up the right way when it counts. That’s the kind of leader we help our clients find at Perpetual.

Because in the end, the right hire isn’t the finish line.

It’s the beginning of everything that comes next.

About the author: Huw Rothwell is an accomplished professional specializing in Executive Search, Executive Coaching, and Lead Facilitation. With a strong dedication to his work, he assists consumer brand clients in developing and nurturing human-centric, high-performance cultures through transformative initiatives that enhance organizational health. Before entering the corporate world, Huw proudly served as an Infantry Officer in the British Army for 8 years.

Huw Rothwell
book a meeting with Huw

Perpetual is a transatlantic talent advisory firm specializing in building and cultivating human-centric, high-performance cultures through transformational initiatives. Founded in 2013 and with offices in Connecticut, New York and Paris, Perpetual serves clients across North America and Europe.

Perpetual offers a suite of services centered around its proprietary team-to-togetherness (t3®) framework, designed to enhance organizational health and performance:

  • Executive Search: Connecting clients with top-tier external talent through a retained search practice.
  • Leadership Development & HR Advisory: Tailored programs focusing on self-leadership, results leadership, culture leadership, and people leadership, including assessments and coaching.
  • Strategy & Culture Labs: Aligning strategy, structure, and talent through interventions like strategic planning programs, team dynamics analysis, mission development, and culture design.
  • Executive Coaching: Targeted coaching engagements aimed at elevating leadership capacity and driving meaningful behavioral change.
  • Talent Assessment: Utilizing tools to assess current talent and identify future needs, ensuring alignment with organizational goals.
  • Transformation: the strategic r(e)design of a client’s sales, marketing, and go-to-market capabilities to drive sustained revenue growth and margin improvement. We excel in building a high-performing commercial engine that is data-driven, customer-centric, and execution-focused.

Perpetual’s approach is characterized by a commitment to cultural agility, integrity, and delivering impactful results tailored to each client’s unique context. Their team comprises practitioners with real-world leadership experience, enabling them to design and implement multi-dimensional transformation programs effectively.

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