If you aren’t teaching leadership in context, you’re only teaching in theory

And, few working adults are – or are interested in – being theorists. They are interested in improving their own performance. They are interested in building a better team. They are interested in the professional opportunities that come along with their personal growth and development.

I work in private equity. The leaders and managers I have the privilege of working with have the privilege and pressure of working in a context premised on a 5-year hold period, numerous acquisitions and integrations, organic growth, and a strong exit multiple. In a short time, they must not only build a bigger company, but a good company that someone else will want to invest in at exit. This is a very specific context!

It’s often ambiguous and organic but must be strategic. It’s hurried but must be deliberate. It’s high pressure but high opportunity. It’s both “just figure it out” and “build something to last”. It’s execute, execute, execute and build a culture where people drive themselves, their team, and the company to their next best version.

So, what does a concept like trust mean in this context? What about communication? Delegation? Team engagement?

There is not a single leadership or management framework or concept that isn’t shaped specifically by this microcap, private equity context. Any professional development that ignores it is mostly a waste of time. Generic leadership development delivers generic results.

To be effective, we must approach professional development from the perspective of those being developed and the opportunity in front of them – and, not the tired old approach of pushing a bunch of frameworks on them that only leave an even larger and more frustrating gap between their lived experience and some proposed leadership ideal. The ideal doesn’t exist. The real world does. And, this real world is intense.

This is why we developed a specific learning philosophy when we created Shore University. These 5 P’s guide every conversation, every lesson, video, self-driven course, and in-person training we do.

Shore University’s Professional Learning Principles (5 P’s):

1) Purpose:

Our Belief: Professionals learn for two reasons: 1. There is something they want to know or 2. There is something they need to know.

Our Commitment: At Shore University, we design curricula and experiences to help you identify your key areas of growth and where those meet the needs of a growing company.

2) Previous Experience:

Our Belief: As a professional, you come with the knowledge and wisdom of first-hand experience.

Our Commitment: At Shore University, our goal is to help deepen your understanding and learning from your prior successes and failures and prepare you to capture more from future ones.

3) Peers:

Our Belief: Professionals learn best when they understand how their experiences and responses relate to those of their peers.

Our Commitment: At Shore University, we leverage the value and learning of the entire Shore Capital portfolio to identify patterns in management and leadership. We gather peers from diverse companies to learn and share together.

4) Problem-Centered:

Our Belief: Professionals are juggling a lot so their learning priorities should relate directly to the real-world challenges of their work.

Our Commitment: At Shore University, we understand the challenge of prioritizing professional development in the midst of the daily grind. We provide varied and flexible offerings along with customized experience to meet this reality.

5) Practice:

Our Belief: Professionals learn by putting ideas into action, reflecting, and getting feedback.

Our Commitment: At Shore University, we emphasize taking small but meaningful steps to improve and implement ideas so that we can take healthy leadership risks and build momentum for the growth we seek.