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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".
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 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 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 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".
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".
Onboarding gets your employees off to the right start. The first few days at any company are incredibly important, as the tone is set for the rest of an employee’s time there. Let us help you set up your employees for success by designing a thoughtful, comprehensive Onboarding program for them, so they can hit the ground running and shorten the time they need to become effective and impactful.
The goal of new leader assimilation is to introduce and incorporate a leader into the connections and culture of their new team. When done well, assimilation of new leaders balances expectations and preferences and removes obstacles to success for the new leader and the team members.
The competition for game-changing talent and the way that companies think about attracting great people has resulted in a paradigm shift. No longer is recruiting just one part of the human resources stable. It has split out entirely into its own area of expertise and it has become a leading function of any organization. Talent acquisition is about positioning yourself strategically as an organization to attract the best talent, and then adapting to the changing market circumstances to close on those hires. Talent acquisition is tied into the strategic directives of the organization. Perpetual supports clients in designing, building and launching talent acquisition functions and teams.
Workforce planning involves ensuring that your organization is set to deliver on its value promise; this involves ensuring that ‘critical roles’ in driving the value are identified and filled with your best people. Perpetual works to support this process, assess talent in various roles, and accelerate their development to deliver maximum value.
Performance management is about ensuring people know what is expected of them—inclusive of the “what” (business objectives) and the “how” (values/behaviors), and ensuring they get feedback on where they stand and are recognized/rewarded accordingly. Perpetual brings a unique approach to performance management that is based on science and challenges legacy approaches still in place today.
Culture and wellbeing have a significant impact on individuals and organizations. The shared beliefs, values, and practices of a group or organization play a key role in shaping the experiences and behaviors of the people who belong to it and have a significant impact on an individual’s physical, mental, and emotional health. A positive work culture provides support, recognition, and opportunities for growth, which leads to increased job satisfaction and productivity.
The way a company presents itself to potential employees and communicates its values, culture, and working environment are vitally important because it can affect a company’s ability to attract and retain top talent. A strong employer brand can make a company more appealing to job seekers and make it stand out from its competitors. To help you build a strong employer brand, we support you in creating a positive and inclusive work culture, identifying your distinctive competitive benefits, and promoting your unique value proposition to potential employees.
Perpetual exceeded my expectations of service and delivered quality, well-researched candidates that not only fit into our unique culture, but also possessed all the necessary skill sets required for the job. I received timely follow up by phone and email and felt fully supported for all of my searches. Head of HR
The SAK Brand Group
Perpetual was instrumental in helping us assess our current team and understand where the gaps were, as well as develop a plan for future recruitment. Their consultative approach allowed us to build a blueprint for our growth. I cannot recommend them enough. Head of HR
Working with Perpetual set me up to take the next step in my evolution as a leader. I have enhanced my clarity and focus and given me the tools to develop an approach that has allowed me to meet objectives and overcome challenges. My effectiveness and impact at work have undergone a transformation. CEO