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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".

strategy & culture labs

Laboratoires Expanscience/ Babo Botanicals | high-performing team accelerator program

Laboratoires Expanscience is a pharmaceutical laboratory specializing in dermocosmetics, rheumatology, dermatology and the marketing of active cosmetic ingredients.  They own a well-known brand Mustela that includes a line of products with the following ranges: Mustela Baby – Child Normal Skin, Mustela Baby – Child Dry Skin, Mustela Baby – Child Very Sensitive Skin, Mustela Baby – Child Atopic-Prone Skin, Mustela Specific Care, Mustela Sun Protection, Mustela Maternity. Laboratoires Expanscience recently acquired Babo Botanicals who produce a line of personal care products using natural ingredients, as safe for your entire family as it is for the planet.

See below how we helped Laboratoires Expanscience, Mustela and Babo Botanicals accelerate their business and take the next step on their journey.

SITUATION

Leadership was misaligned and marred by inconsistent workload and (given their growth and integrations of a new brand created a lot of friction and opportunities for alignment and growth). Started High Performing Teams pre-pandemic

The acquisition of Babo Botanicals created a situation where 2 distinct cultures and ways of working were being thrown against each other and the resulting friction was affecting morale and productivity. Add to this the lack of social cohesion everyone felt as we all dealt with the effects of the pandemic, and the firm was exhibiting a lack of togetherness and common purpose.

TASK

Facilitate the discovery of the purpose statement of the business and the set of values that would be the driving force of the business. We then took the leadership groups of both Laboratories Expanscience and Babo Botanicals on a journey of High Performance that would allow them to find their common purpose and their reason for being.

ACTION

We ran multiple sessions for the teams that pushed them to dig deeply into their company DNA and distill and rally around a common set of goals. Upon returning to the office from the pandemic there was a unique opportunity to capitalize on the goodwill engendered in this joyous moment of being brought back to a more normal daily work existence to take the leadership team through our proprietary T3 High Performing Team program.

RESULT

We helped the firm come together at a uniquely important moment in the initial phases of their time together. We facilitated the reintegration into a whole of their in-person and remote teams.

The T3 diagnostic highlighted opportunities to strengthen team dynamics – by enhancing Empowerment and Agile Execution particularly in the areas of:

  • Empowerment – removing bureaucracy and obstacles, especially in relation to HQ ‘requirements’ and ensuring standard processes are in place
  • Agile Execution – finding opportunities to deliver formal and informal feedback and ensuring there is a safe space for people to speak freely

We also identified opportunities to enhance clarity around pay and conditions and ways to ensure team members are more involved in business conversations while continuing to double-down on the genuine connection staff feel toward the brand purpose of sustainability. This keeps staff motivated and enhances team engagement.

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