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
25 rue du 4 Septembre
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 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".

videos

leveraging experiential learning for enhanced leadership coaching

Perpetual understands the profound impact of experiential learning on leadership development and its role in facilitating teams and organizations through complex challenges. Unlike traditional classroom-style learning, experiential learning leverages hands-on experiences to foster skill development through active participation. By providing a safe and supportive environment for leaders to learn by doing, experiential learning enables them to refine their abilities and improve effectiveness in their roles.

At Perpetual we utilize the various forms of experiential learning, such as role-playing exercises, simulations, and team-building activities, and highlights their efficacy in cultivating crucial leadership skills like communication, problem-solving, and decision-making. Furthermore, Perpetual can demonstrate the significance of learning from mistakes and embracing risk-taking within experiential learning, as this builds resilience, confidence, and ultimately leads to superior leadership outcomes. Experiential learning as an indispensable tool for supporting leadership coaching and empowering leaders to excel in their responsibilities. One of our enduring observations is that “time in the ‘sand box’ is seldom wasted.”

The Essence of Experiential Learning – Traditional vs. Experiential Learning

Contrasting with traditional classroom-style learning, experiential learning engages individuals in hands-on experiences that foster active learning and skill acquisition. This approach enables leaders to bridge the gap between theory and practice, thereby increasing the relevance and effectiveness of their learning. Experiential learning offers a dynamic platform for leaders to apply their knowledge in real-world scenarios. Through active participation and practical engagement, leaders can gain firsthand experience and develop a nuanced understanding of the challenges they face. Perpetual believes in providing tools and context to support leadership development and then delivering challenging and fun experiences that gives leaders the opportunity to immediately put their new-found learning into practice.

Forms of Experiential Learning

Role-Playing Exercises

Role-playing exercises provide leaders with simulated scenarios to practice their decision-making, communication, and problem-solving skills. By assuming different roles, leaders can explore various perspectives and develop the ability to adapt to dynamic situations. Perpetual uses role-playing to bring concepts to life such as negotiation, giving and receiving feedback and executive communication as part of its leadership development programming.

Simulations

Simulations replicate real-world contexts, allowing leaders to navigate complex challenges and make informed decisions without actual consequences. These immersive experiences provide opportunities for leaders to test their capabilities, identify areas for improvement, and refine their approaches. Perpetual’s ‘War gaming’ and scenario planning simulations provide excellent forums for testing both leadership capabilities and business resilience.

Team-Building Activities

Team-building activities within experiential learning environments foster collaboration, communication, and interpersonal skills among leaders. These activities simulate team dynamics, encouraging leaders to work together towards common goals and develop a deeper understanding of effective teamwork. Perpetual uses a wide range of team-building activities in order to pressure test teams and provide an opportunity for feedback and growth. Events range from short vignettes of 20 minutes to 2-3 hour challenges that are delivered in both urban and rural settings.

Learning from Mistakes and Embracing Risk

Experiential learning provides a safe and supportive environment for leaders to make mistakes, experiment with new approaches, and take calculated risks. By encouraging a growth mindset and providing constructive feedback, this approach enables leaders to learn from failures, build resilience, and gain confidence in their decision-making abilities. We believe that “every day is a ‘school-day’” and that the growth mindset engendered by our programs enables leaders to continue their personal leadership journeys back in their businesses, sharing their learning with peers and team members.

The Benefits of Experiential Learning in Leadership Coaching

Experiential learning offers several advantages for leadership coaching:

Development of practical skills: Through hands-on experiences, leaders can cultivate essential skills, including effective communication, problem-solving, and decision-making.

Increased self-awareness: Active engagement in experiential learning activities allows leaders to gain insights into their strengths, weaknesses, and leadership style, facilitating personal growth.

Enhanced confidence and resilience: Learning from mistakes and embracing risk-taking nurtures leaders’ self-assurance and resilience, enabling them to navigate challenges more effectively.

Transferability of skills: Experiential learning ensures that leaders acquire skills that can be readily applied in real-world scenarios, enhancing their ability to lead and inspire teams.

Experiential learning has proven to be a powerful tool in leadership coaching, enabling leaders to develop practical skills, embrace risk-taking, and learn from mistakes within a supportive environment. By offering opportunities for hands-on learning and practice, this approach fosters the growth and effectiveness of leaders in their roles. As organizations navigate complex problems, experiential learning stands as an invaluable resource for facilitating team development, enhancing leadership capabilities, and achieving superior outcomes.

See more insights

Cincoro Tequila national team meeting 2023

Perpetual: Brand Video

Talent Development Overview

Talent Acquisition – Fever Tree