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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

Nigel Robinson, Partner at Perpetual | Leading with integrity drives success

Leadership requires teamwork, trust, communication, and inspiration, translating military principles to business for high performance.

Interviewed by Céline Boutin Andreu.

We welcome Nigel Robinson, a Partner at Perpetual: who discusses leadership and its implications on organizations. Nigel shares insights on what the military teaches us on guiding teams with integrity, collaboration, and how motivation drives success in any organization.

          

In this podcast, Nigel talks about how in today’s dynamic and often unpredictable business environment, strong leadership is more crucial than ever. At Perpetual, we believe that the core principles of effective leadership transcend industries and can be applied across diverse sectors to drive success.

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The Power of a Unified Team

Nigel, who leads Perpetual’s consulting practice, shared his unique perspective shaped by years of military service as an officer in the British Army. One of the key takeaways from the discussion was the concept of the “one team” mindset, a foundational principle in the military that ensures every team member, regardless of rank or role, is aligned toward a common goal. In the military, this shared purpose is vital for achieving the mission, often under challenging and high-stakes conditions.

Nigel emphasized that this same mindset is equally critical in the business world. Organizations thrive when leaders cultivate a culture where trust, effective communication, and a shared sense of purpose are prioritized. This approach not only fosters cohesion but also empowers teams to perform at their best, driving the organization toward its objectives.

Translating Military Principles to Business Success

One of the most compelling aspects of Nigel’s insights is the clear parallel between military operations and business leadership. In both arenas, the ability to lead through uncertainty, adapt to changing circumstances, and rally a team around a shared vision is essential. Nigel highlighted that many of the leadership skills honed in the military—such as building trust, establishing clear communication channels, and developing strong personal relationships—are directly transferable to business contexts.

This perspective positions Perpetual as a leader in applying cross-disciplinary insights to help businesses excel. By leveraging these principles, Perpetual’s consulting practice offers clients a unique approach to leadership development that is both tested in high-pressure environments and adaptable to the corporate world.

The Role of Inspiration and Care in Leadership

Beyond strategy and structure, Nigel also spoke to the importance of the human element in leadership. Effective leaders, he argued, do two things exceptionally well: they inspire and they care. Inspiration comes from setting a compelling vision for the future, one that motivates the team to strive for excellence. Caring, on the other hand, is about understanding the individuals who make up the team—knowing their aspirations, challenges, and needs.

At Perpetual, we understand that leadership is not just about directing operations; it’s about connecting with people on a deeper level. This holistic approach to leadership ensures that teams are not only motivated but also feel valued and supported, which in turn drives performance and loyalty.

Perpetual’s Commitment to Leadership Excellence

As a firm, Perpetual is committed to helping organizations build strong, resilient leaders who can navigate complexity and lead their teams to success. We believe that by integrating the best practices from various fields, including the military, we can offer our clients innovative solutions that are both effective and sustainable.

In conclusion, the conversation between Celine and Nigel underscores Perpetual’s views in the realm of business leadership. By embracing a “one team” mindset, fostering trust and communication, and prioritizing both inspiration and care, leaders can guide their organizations to new heights. At Perpetual, we are proud to be at the forefront of this critical conversation, helping businesses across industries develop the leadership capabilities they need to thrive in today’s complex world.

We hope you enjoy our podcast with Nigel.

Editing and sound mixing of this episode was done by Clara Ernoult.

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