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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

Celebrating Women in Leadership  | Building Power, Clarity, and Community Through Our Women’s Leadership Accelerator

Avatar photo

Laura McKenna

International Women’s Day is always meaningful to me. It’s a moment to celebrate progress, and to recommit to the work that still matters deeply. 

At Perpetual, we believe leadership is the foundation of human-centered, high-performance cultures. And when we talk about leadership, we mean leadership that is courageous, values-driven, belonging-based, and deeply human. 

That belief is at the heart of our Women’s Leadership Accelerator. 

The aim of the program is simple and powerful: to provide a space where women leaders can connect with one another in meaningful ways, to understand the systems and dynamics that shape the experiences of women in the workplace today and, informed by that understanding, to provide actionable coaching and development that inspires and empowers. 


Why this work matters

Women continue to navigate structural and systemic challenges at work—unequal opportunity, pay inequities, lack of representation, biased feedback loops, and outdated archetypes of what a “leader” looks like. 

In every cohort I work with, I see brilliance. I see resilience. I see deep care for teams and organizations. I see women holding enormous capacity—and carrying enormous pressure. 

The Accelerator creates space for honest conversation about: 

  • Building trust & influence, and cultivating executive presence  
  • Career resilience and claiming leadership opportunities  
  • Building and leading inclusive teams where others feel safe and empowered  
  • Workplace systems & gender dynamics 
  • Navigating this mythical concept of “work-life balance” 
  • Setting boundaries to prevent burnout 
  • Internal barriers like imposter syndrome and other limiting beliefs 
  • Developing a clear, articulated leadership philosophy  

But more than just a set of discussion topics, this program is about transformation. 

the women's leadership accelerator


Evolving the leader archetype

One of the core beliefs of the program is that we are evolving the leader “archetype.” We’ve been led to believe that leadership looks and acts a certain way, and that way is typically masculine.   But leadership is a mindset and subsequent set of behaviors.  It’s a way of being and doing.  It isn’t a “look” – it’s a paradigm.    

We want to be leaders who are focused on who we are being – so that who we are being has a positive impact on those around us.   

To that end, we make commitments to each other during the program: 

  • We uplift and support other women. 
  • We create safe spaces for raw, real engagement and vulnerability. 
  • We protect confidentiality. 
  • We support one another’s growth  

These agreements matter. 

Because when women are given space to connect in meaningful ways, build relationships, and develop personal clarity, something powerful happens: 

They stop trying to conform to someone else’s version of leadership. 
They start defining success for themselves. 
They begin leading from alignment instead of exhaustion. 


Leadership with clarity and power

Throughout the Accelerator, participants clarify: 

  • Who am I as a leader? 
  • What do I stand for? 
  • How do I want to show up—especially when it’s hard? 

We tackle limiting beliefs. 
We address burnout. 
We talk about boundaries. 
We build the confidence to use our voices and take up space. 

And we do it in community. 


From empowerment to impact

This work is not only about individual advancement. 

It’s about building environments where people feel the safety, alignment, and a sense of belonging that makes it possible for them to do their best work.   

It’s about empowering not just ourselves, but the women around us and the members of our teams. 

When women lead authentically and in their power, organizations change. 

Cultures shift. 
Psychological safety increases. 
Performance improves. 
People thrive. 

On this International Women’s Day, I’m deeply inspired by the women leaders I get to work with—across industries, across generations, across backgrounds. Women military veterans. Working mothers. First-time managers. Senior executives. Women redefining what leadership looks like. 

The Women’s Leadership Accelerator is not just a program. It’s a statement: 

Leadership belongs to all of us.  
And when women rise—authentically, courageously, collectively—we all rise. 


Join the next women’s leadership accelerator cohort

If you’re interested in learning more about the next cohort of our Women’s Leadership Accelerator, we’d love to connect. 


About the author

Laura McKenna Avatar

Laura McKenna, Senior Director at Perpetual

Laura is the lead for the leadership development practice here at Perpetual. A West Point graduate, Afghanistan Veteran, former Army Officer and Blackhawk helicopter pilot, executive coach and functional medicine health coach, Laura has nearly 20 years of experience developing leaders, leading high-performing people and organizations, teaching, coaching, and speaking.

The proud Mom of two amazing young adults, an enthusiastic border collie mix and a geriatric cat, Laura lives in Phoenix, Arizona.  She’s addicted to CrossFit and seed bead earrings, enjoys hiking with her dog when it’s not 120 degrees, and can be found eating natural peanut butter straight from the jar.

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