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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

Retained Service Model | Cincoro Tequila Case Study

Cincoro Tequila, a premium tequila brand co-founded by NBA legends Michael Jordan, Wes Edens, Jeannie Buss, Wyc Grousbeck, and Emilia Fazzalari, aimed to create a luxurious and award-winning tequila. Since its launch in 2019, Cincoro Tequila has garnered 28 awards and accolades, establishing itself as a top player in the spirits industry.

Introduction to the Retained Services Model

Perpetual, a boutique talent advisory firm with a focus on cultivating human-centric high-performance cultures, introduced the Retained Services Model to provide Cincoro Tequila with a strategic partnership for talent advisory needs throughout 2023. This annual engagement model aims to deliver a tailored and bundled set of services, ensuring a close partnership between Perpetual and its clients.

Design Principles of the Retained Services Model

The Retained Services Model offered by Perpetual is characterized by several key design principles:

  1. Annual Term: The services are delivered over a 12-month period.
  2. Package Structure: It includes multiple service elements such as executive search, talent development workshops, HR advisory, and more.
  3. Cost Savings: Clients can save approximately 30% compared to an a la carte service provision.
  4. Tailored Approach: Services are customized to meet the specific needs of the client using Perpetual’s proprietary T3 diagnostic.
  5. Collaboration: Dedicated account management ensures full consumption of services and adaptation to evolving needs.
  6. Flexibility: The model allows for adjustments and trading of service elements using a points system.
  7. Scalability: Clients can augment their package with additional services at discounted rates.

Retained Service Elements

Perpetual’s Retained Services Model includes various service elements tailored to Cincoro Tequila’s needs:

  1. Account Management: A partner-level account manager provides oversight, quarterly review meetings, and adapts services as needed.
  2. T3 Diagnostic: A research-backed diagnostic tool offers insights and benchmarks to guide team development.
  3. Executive Search: Expertly delivered searches for Director-level and above roles in key functions.
  4. Leadership & HR Advisory: Access to expert advice and tools across the employee lifecycle.
  5. Strategy and Culture Labs: High-impact workshops and interventions to accelerate high-performance.
  6. Coaching: Coaching programs for selected team members to address issues and prepare for growth challenges.
  7. Talent Assessments: Predictive assessments for hiring and team development.
  8. Collaborative Account Management: The 12-month engagement includes a Collaborative Account Management process and tool that facilitates communication, scheduling, progress tracking, and reviews of included services.

Outcome and Results for Cincoro Tequila

Cincoro Tequila benefited significantly from Perpetual’s Retained Services Model. Here are some examples:

  1. T3 Diagnostics: Insights from the T3 diagnostic provided guidance for Cincoro’s high-performing team journey.
  2. Executive Search: Two key executive placements, including Jeff Agdern as President and Emma Medina as SVP of Marketing.
  3. Strategy and Culture Labs: Perpetual facilitated the National Sales Conference in Boston.
  4. Executive Coaching: High-potential leaders underwent six-month coaching programs, supported by talent assessment insights.

Client Feedback

Cincoro Tequila expressed their satisfaction with Perpetual’s services, giving a rating of 9 out of 10. Emilia Fazzalari, CEO of Cincoro Tequila, praised Perpetual’s outstanding executive search capabilities, understanding of their needs, positive cultural impact, and value-added team-building exercises during off-site events.

This case study highlights how Perpetual’s Retained Services Model provided Cincoro Tequila with a strategic partnership and a comprehensive set of services tailored to their unique needs, resulting in the successful recruitment of key executives and ongoing support for their high-performance journey.

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Cincoro Tequila – National Conference, June 2023

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