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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

happy holidays from Perpetual

A Year of Leadership, Growth, and Transatlantic Impact

As 2025 comes to an end, Perpetual celebrates a year of leadership elevated, partnerships strengthened, and transformation delivered across North America and Europe.

Against a backdrop of economic instability, global tension, and unprecedented technological acceleration, leaders across industries grappled with a universal challenge — evolving and delivering results while staying deeply connected to the people who make it possible.

At Perpetual, 2025 was a year of deep engagement with leaders navigating this complexity. Across executive search, leadership development, and commercial transformation, we partnered with organizations to strengthen capability, align teams, and build cultures designed to perform in demanding environments.

This short year-in-review video captures some of the moments, insights, and milestones that shaped the year — highlighting our transatlantic work, our clients’ ambitions, and the evolving leadership questions we continue to explore together.

A Transatlantic Perspective on Leadership

With teams and clients positioned across North America and Europe, Perpetual thrives at the intersection of varied markets, leadership expectations, and operational contexts.

Throughout 2025, our work reflected this transatlantic perspective — from executive placements and leadership programs in the United States, to team development initiatives and leadership conversations in Europe. This dual vantage point continues to shape how we think about leadership, agility, and performance in a global context. 

The video reflects this journey visually, tracing Perpetual’s work across regions and highlighting the interconnected nature of today’s leadership challenges.

Executive Search: Building Leadership Capability

Leadership capability remains one of the most decisive levers of performance. In 2025, Perpetual delivered 40+ retained executive placements across consumer brands.

These searches focused on roles where leadership impact is most critical — CEOs, CMOs, transformation leaders, supply chain executives, and commercial leaders — supporting organizations as they navigated growth, transformation, and market pressure.

The video highlights several of these placements, illustrating how executive search continues to be a cornerstone of Perpetual’s work in building long-term organizational capability.

Perpetual placements
see all our placements

Developing Leaders and Teams Worldwide

Beyond executive search, 2025 was a year of real acceleration in how Perpetual develops leaders, teams, and organizations. We delivered more than 40 talent development missions worldwide — from Leadership Development Academies to Strategy Labs and Culture Labs — guiding executive teams through offsites, strategic alignment work, and deep leadership development journeys.

Across Asia, North America, and Europe, our focus remained consistent: strengthening alignment, trust, culture, and execution — the foundations of every high-performing team and every high-performing business.

The video brings this global footprint to life, highlighting how effective leadership and organizational transformation now demand both local nuance and a global perspective.

explore our strategy & culture labs

Launching New Capabilities for a Changing Market

As client needs evolved, so did Perpetual’s offering. In 2025, we expanded our capabilities to address two critical areas of demand:

  • Leadership Development Program — a human-centric, practical journey designed to help leaders build clarity, confidence, and the behaviors required to lead high-performing teams.
  • Commercial Excellence Transformation (CETx) — a structured, practitioner-led program aligning strategy, people, and execution to help organizations navigate commercial complexity and drive sustainable growth.

These capabilities reflect a shared conviction: performance and humanity are not opposites. Sustainable success depends on leadership, culture, and execution working as one system.

Looking Ahead

As we look toward 2026, one thing is clear: uncertainty is not going away. But with the right leadership, aligned teams, and disciplined execution, organizations can turn complexity into opportunity.

This year-in-review video is both a reflection on what we’ve built together — and an invitation to continue the conversation.

See more insights

Using Insights Discovery to unlock team performance

Case study: unlocking the next level in a high-performing team

driving business performance through our remote leadership development academy  

unlocking commercial maturity: building a performance system that scales