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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

Perpetual welcomes (nous accueillons) Sophie K/vella, senior director

Perpetual est ravi d’annoncer l’embauche de Sophie K/vella, en tant que Senior Director dans notre bureau a Paris. Sophie cumule 20 ans d’experience dans le monde de la Beauté et du Luxe, du point de vue du produit ou agence, sur 3 continents.

Sophie est diplômée de l’EDHEC, une des meilleures écoles de commerce de France, avec une spécialité marketing. Lors de ses études, elle participe au L’Oréal Brandstorm et débute ainsi son aventure L’Oréalienne. Tout d’abord chez Lancôme, puis sur YSL Beauté et Shu Uemura à Tokyo, elle fait ses armes en développement produit (Maquillage et Soin), en marketing opérationnel et en business développement stratégique, le tout dans un environnement matriciel et multi-culturel.

Après 15 ans au sein du géant de la cosmétique, elle part aux US pour reprendre la direction d’une boutique agency spécialisée dans le branding et le design pour la beauté et le F&B.

De retour en France après 12 ans à l’étranger, elle continue son parcours beauté en tant que CMO de différentes startup luxe et y définit l’assortiment des produits tout en affinant le positionnement et le message de marque.

Sophie est basée à Paris avec sa famille. Elle s’y promène à pieds ou à vélo avec ses trois filles. L’été elle les emmène plonger. Elle aime tout ce qui a trait au Japon, comme le kintsugi, l’art de réparer la céramique avec de l’or, une vraie philosophie de vie.

Sophie has a solid 20-year experience in Beauty and Luxury industry, from product to agency standpoint, across 3 continents.

Sophie a Master’s Degree in Management and Business with a specialization in Marketing from EDHEC, one of the leading business schools in France. Working on the L’Oréal Brandstorm during her studies, she started her marketing journey within Lancôme, to then evolve to YSL beauty and Shu Uemura in Tokyo, Japan, focusing on product development (makeup and skincare), operational marketing and strategic business development within a multi-dimensional and multi-cultural environment. After 15 years at the heart of the cosmetic giant, she then moved to the US to manage a boutique branding and design agency focused on Beauty and F&B. Coming back to France after 12 years abroad, she continued her Beauty journey as CMO various startups, to help craft the ideal product suite for upscale clients, while sharpening the positioning and messaging of the brands.

Sophie is based in Paris with her family. She enjoys walking and cycling through the capital with her three daughters, and scuba diving with them in the summer. She loves everything Japanese, from food to art, like kintsugi, the art of repairing plates with gold, which she considers a perfect philosophy for life.

About Perpetual:

Perpetual: is a transatlantic talent advisory firm that builds and cultivates human-centric, high-performance cultures through transformational initiatives designed to serve as a catalyst for improved organizational health.

At the core of our delivery is a trusting and open partnership with our clients and candidates. Our global team prides itself on our high levels of cultural agility, integrity and delivering the impact that our clients are looking for.​

We have offices in New York, Paris, and Connecticut.

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