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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

Moet Hennessy | team-to-togetherness® (t3®) journey

Perpetual was asked to design a transformative program to pick up with an already successful Hennessy team that sought to celebrate such success but had the ambition to “keep growing and improving” to rise to the challenges ahead. We delivered focused key messages to the team re: their differentiated roles and responsibilities in the context of a high-performing team and facilitated Business Planning and Project Planning discussions to learn more about Hennessy goals, structures, culture etc. The Perpetual program included the High Performing Team Capability Program – our t3® team-to-togetherness® structure, Vision and Mission Alignment – time bound – key wins and objectives, what each person’s role was in achieving this, team dynamics – reviewing assessments, t3® diagnostic results to review organizational health, advance their high-performance culture, the ability to run at the pace of the fastest person, with excellent behaviors and operating standards.

Our typical client partnering relationships are long-term and strategic. One-off workshops can be good fun and high-energy in the moment … but rarely lead to materially different behaviors/attitudes. Conversely, our interventions are always positioned within the context of strategic, structured transformation initiatives. Alongside client company leadership, Perpetual serves to operate as the “critical friend” partner ensuring long-term benefits are delivered across the wider organization: as a function of transformational leadership and wider team behaviors. 

The Miami delivery focused on providing a high-level explanation of the t3® program and methodology, understanding current team situation – jointly analyzing “key themes” from preparatory interviews/surveys/talent assessment tools, agreed strategic program goals in context of future organizational challenge/ambition and then moved into a Base Camp delivery – focusing on the first dimension of the t3® model – “The Right Stuff” – the critical importance of the right team member behaviors, team player fundamentals, growth mind-set, grit, selfishness etc. All reinforced with experiential activity.

The New York delivery focused on Values and Purpose and why these are so important. Perpetual facilitated development of team values (and reinforcement of existing set), bringing them to life, developing a behaviors charter and exploration of common team vision and purpose, explored, shared, and rejuvenated delegates personal “whys” (via campfire exercise). In addition, Perpetual designed a ‘dream to task’ concept – the development of clear “single thread’ action plans linking organizational goals to team goals to personal goals, reinforcing t3® team behaviors through experiential activity and designed a ‘focused execution’ concept – exploration of key theory/tools with respect to “operationalizing focus” (developing collaborative capability that ensures all team/personal goals are followed through to successful delivery).

The conclusion of the program focused on the final attribute of high performing teams ‘togetherness’. This is getting to the ‘Holy Grail’ end of the team-to-togetherness® (t3®) journey; the point at which you can claim you have arrived at togetherness or tribal status. 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 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. For such teams, there is a mindset of “anything together”; that is, “together, anything is possible”. For this delivery, Perpetual designed an outdoors experience in the Catskills delivering a ‘prohibition scenario’ for the team to execute against.

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