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".

culture & organizational health

Perpetual: Reads | The Fearless Organization

back to all insights culture & organizational health

Our series of book recommendations to empower talent and fuel brands.

The Fearless Organization

Why Perpetual recommends it

Amy Edmondson’s The Fearless Organization is the definitive academic and practical treatment of psychological safety, a term Edmondson herself coined decades ago through research on hospital teams. Her core finding, replicated across industries since, is that the teams that report and learn from mistakes fastest aren’t the ones that make fewer mistakes, they’re the ones where people feel safe enough to speak up about them.

Edmondson is careful to distinguish psychological safety from simply being nice or lowering standards. She argues the highest-performing teams combine high psychological safety with high accountability, a learning zone where people take risks, admit uncertainty and challenge each other’s ideas precisely because they trust they won’t be punished or humiliated for doing so.

The book is full of case studies showing what happens without it, from operating rooms where junior staff stayed silent about visible errors, to well-known corporate scandals where a culture of fear made speaking up to leadership feel more dangerous than staying quiet about a serious problem.

This research underpins a lot of how we think about organisational health. Psychological safety isn’t a nice-to-have layered on top of performance, it’s frequently the precondition for a team’s ability to perform and improve at all.

  • Psychological safety predicts learning speed, not the absence of mistakes
  • High safety plus high accountability creates a genuine learning zone, not a soft one
  • Silence in the face of visible problems is usually a signal of fear, not indifference
  • Leaders set the tolerance for risk-taking through how they respond to the first mistake they hear about

A practical test is reviewing how your team responded the last time someone flagged a mistake early. If the instinct was to find blame rather than fix and learn, that’s the signal worth addressing first.

We give this book four and a half out of five stars.

See more insights
culture & organizational health

Perpetual: Reads | Remote Not Distant

Our series of book recommendations to empower talent and fuel brands. Why Perpetual recommends it Gustavo Razzetti’s Remote Not Distant makes the case that hybrid and remote work don’t automatically erode culture, poor intentional design does, and that leaders who...

culture & organizational health

Perpetual: Reads | The Culture Code

Our series of book recommendations to empower talent and fuel brands. Why Perpetual recommends it Daniel Coyle’s The Culture Code sits among the small handful of culture books that manage to be both rigorously researched and genuinely fun to read....

culture & organizational health

Perpetual: Reads | The Culture Playbook

Our series of book recommendations to empower talent and fuel brands. Why Perpetual recommends it The Culture Playbook is Daniel Coyle’s practical follow-up to The Culture Code, distilling the same research into sixty specific, highly actionable exercises leaders can run...

culture & organizational health

Perpetual: Reads | Leaders Eat Last

Our series of book recommendations to empower talent and fuel brands. Why Perpetual recommends it Simon Sinek’s Leaders Eat Last takes its title from a real observation about the US Marine Corps, where officers eat only after their people have,...