enfr

talk
to us

New York
250 Park Avenue,
14th Floor New York City, NY 10177

Connecticut
22 Thorndal Circle,
3rd Floor Darien, CT 06820

Paris
23 rue du Mail
75002 Paris – France

info@beperpetual.com
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".

podcasts

Boris Janicek | Founder & President of State of Brand (former MD of LVMH)

back to all insights podcasts

Interviewed by Pierre Trippitelli

We welcome Boris Janicek, Founder & President of State of Brand (former MD at LVMH and CEO of Ladurée Paris) for a raw conversation on the turning points in his life that got him to where he is now and what drives him to keep going.

             

Boris Janicek is a proven team leader and International Business developer with strong luxury and FCMG expertise. Boris has a passion for other cultures, which added to an extremely diverse personal and professional background has led him to learn and speak 6 different languages. He is fluent in French (mother tongue), English, and Italian, he also has strong working knowledge in Spanish, Dutch, and Hebrew.

Boris has true international experience that covers the entire globe, with direct market expertise of France, USA, Benelux, and Israel. He has also led projects in China, Japan, India, and Middle-East. He has worked hand-in-hand with subsidiaries and production facilities in the Nordics, Eastern & Southern Europe, South America, and Asia-Pacific.

Boris has 20+ years of experience working for renowned corporations with very different cultures such as L’Oréal, The Estée Lauder Companies, and LVMH. He also has experience in agile and family business environments (ex-CEO of Maison Ladurée). He has led firms in the cosmetics business (professional salons, selective perfumery distribution, department stores and retail), the gourmet food environment (restaurants and tea salons directly owned or in franchise settings), and the wine world (crafting, production and distribution of luxury wine estates internationally).

A dynamic sociable leader, who combines the creation of high-performing teams with the development of individual talents, thanks to strong leadership, passion, and communication skills. Boris has a proven ability to recruit and empower teams, as well as an ability to manage sales (KPIs & profitability), marketing (brand identity & product development), and supply chain (procurement, production, logistics & quality).

We hope you enjoy our raw conversation with Boris. Editing and sound mixing of this episode was done by Clara Ernoult.

See more insights
podcasts

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...

podcasts

Laura McKenna, Senior Director at Perpetual | The importance of leadership development

Insightful discussion about leadership development and how it fosters innovation, and a strategic vision for your organization. Interviewed by Steve Morrissey We welcome Laura McKenna, a Senior Director at Perpetual: who discusses leadership and development. Laura shares insights and experiences that highlight the...

podcasts

Dom Moorhouse, Board Member at Perpetual | The role of values in an organization

Creating meaningful corporate values: insights from Perpetual and Method Grid’s Dom Moorhouse Interviewed by Jennifer Koplow We welcome Dom Moorhouse, a Board Member at Perpetual and Co-Founder at Method Grid who discusses the importance of creating meaningful, team-driven values through retreats. He...

podcasts

Duke Maines, Partner at Perpetual | Organizational health and the t3® diagnostic

Get your organizational health check with our t3® diagnostic Interviewed by Ishqa Rousseau-Fearonce We welcome Duke Maines, a partner at Perpetual who shares his thoughts on the importance of organizational health. Duke shares insights on fostering high-performing teams, measuring engagement,...