to us

New York
250 Park Avenue,
14th Floor New York City, NY 10177

22 Thorndal Circle,
3rd Floor Darien, CT 06820

23 rue du Mail
75002 Paris – France

moving teams to their highest potential

t3® teams sustain maximal levels of individual member engagement AND collective performance in the pursuit of extraordinary results.


our methodology … what do we mean by the team-to-togetherness (t3®) journey?

Togetherness is the highest attribute of our t3® model. Teams operating at this level are passionate, engaged, and harness a deep strength of collaborative companionship to excel against their objectives.

what does this mean?

We measure what we describe as the attributes of high performing teams. A logical hierarchy of attributes that, in structured totality, equate to a high-performing team. Under invest in the development of one attribute and you remove the foundation of all attributes that derive from it.

So, let’s start by describing the six essential attributes of a high-performing team from the ground up (starting at 1 and building upon each other to 6):



"Building a legacy"
Shared adversity, experiences and stories


Agile Execution

"Will do what it takes, with integrity"
Enterprise needs trump personal needs



"Believes it's the right thing to do..."
Stated (and demonstrated) values



"Allowed/enabled to do..."
A well-designed organization (with process 'enablers')


Clarity & Alignment

"Knows what to do..."
A compelling and clearly-communicated plan


The Right Stuff

"Can do, can do..."
A team: membership carefully selected and maintained

attributes of a high-performing team

members of the team

the 'building-blocks' of a high-performing team


how the t3® diagnostic works

Via our quick online survey, we get a quantitive view of the business. We couple this with qualitative interviews and optional experiential simulation data to measure the following:

  • All six attributes of high-performing teams
  • Level of intrinsic motivation
  • Level of intellectual stimulating work
  • And current motivation levels

backed by science: the most important equation a business leader need ever know

Our team-to-togetherness (t3) model for assessing high-performing teams (HPTs) is the result of a unique research project into what motivates people at work. This research, undertaken in Spring 2017, involved the participation of 325 employees (predominantly US/UK based and representative of gender and age distribution in the workplace).

The study (a detailed questionnaire – fed into a regression analysis) examined the degree to which membership of a HPT influences employee motivation and effort in relative comparison to other potential factors such as wages, contingent benefits and fixed-intrinsic traits.

The findings, reinforcing our observed intuitions, were profound; while the topic, and our work with clients is inherently human/social, it is founded on this empirical, research-based bedrock. Indeed, the science behind what we do can be summarised in this one equation (we often say it is “the most important equation a business leader need ever know”):

E = - 1 . 0 7 + 0 . 1 9 . I S + 0 . 3 5 . Y + 0 . 9 1 . Z - 0 . 0 4 . Z 2

Figure 1: The most important equation a business leader need ever know

You don’t need to know (or memorise!) the numbers but understanding the substance of this finding is critical.

The dependent variable (E) concerns employee motivation and effort. The right-hand side (the independent variables) are what explains E; in ascending order of importance: IS (intellectually stimulating work), Y (intrinsic self-motivation – do your talent processes select for this?) and, pivotally, Z (membership of a HPT).

Our driving purpose is to help our clients improve their “Z scores”! This research also developed our six-attribute team-to-togetherness (t3) assessment model for measuring progress/maturity on the never-ending HPT-build journey.

It should be further noted that all of our subsequent work with clients, since 2017, has increased our data pool significantly and all such additional data (detailed employee surveys) has further reinforced the explanatory depth of this underlying equation/model.

Why is this important?

Well, if you have any professional concern whatsoever with respect to business or organizational performance you should, de facto, be concerned with optimizing employee performance and, manifestly, employee motivation and effort (E) has a major contributory role to play in driving employee performance.

Want to know more?

Download our Whitepaper which fully explains the research, its discoveries and provides pragmatic advice as to how to maximize such employee effort; an investment that, in turn, invariably begets increased levels of employee performance and organizational success.

deliver sustainable growth by solving your biggest people challenges …



create a baseline

Performance is contextual, and therefore finding the right fit and ensuring team and organizational health is vital. Our intake process, inclusive of our t3® diagnostic, ensures we understand that context.


design/apply the right solution

Whether it’s finding the right talent and ensuring they land appropriately to delivering provocative workshop interventions, our solutions are designed to ensure sustainable change.


embed for sustainability

For our recruiting practice, we stay close to the new hire to ensure their acceleration to performance, including coaching as needed. For individuals and teams with whom we work, we focus on a handful of game changing rituals that lead to legacy levels of performance.