The Learning House Way
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The Learning House Way is intended to be intentional about creating a culture that reflects what we at Learning House want to be as a company. As we look to grow and scale our business even further, we need to be even more intentional about the type of culture we want to have.
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The Learning House Way
- 2. We help people improve their lives through education. Our Mission Statement
- 3. Learning House partners with colleges and universities to help them thrive in a new world where outcomes-based, market driven programs are essential to survival. Our technology-based services for the entire student lifecycle include market research, marketing, enrollment, student success, instructional design, LMS and technical support, and faculty training. The revenue-share-based partnership creates an exceptional faculty and student experience that delivers above-average retention and graduation rates and allows colleges and universities to focus on their core mission of delivering innovative teaching and learning experiences. What Does Learning House Do?
- 4. The Purpose of This Document Knowledge empowers us all. If we all know what is expected of us then together, we can create a culture that works. This document, known as the Learning House Way, is meant to be a roadmap to success. This is still a work in progress. It will inform how we make decisions, what policies we adopt as a company and clear our path forward.
- 5. How to Use This Document The Learning House Way is not meant to be prescriptive or to change who you are. Instead, it is meant to help you make decisions and understand how, and why, we work.
- 6. The Ideal TLH Team Member… • Has a growth mindset • Is a servant leader • Intentionally practices the Learning House Way
- 7. …Practices Being a Team Member? Living the Learning House Way is more than just reading a document. It’s a deliberate choice to take actions that abide by the code, even when it feels uncomfortable. That’s why it’s a practice; it’s not always easy, there’s always room to improve, but it is always worth it.
- 8. Our Cultural Code Every place that has people together has a culture. But we wanted to be intentional about what our culture was and how to embody it. And we wanted to communicate our culture clearly, so we can hold each accountable and ensure our decision-making is aligned with our principles. Some of what is outlined in this document is aspirational, but we are consistently striving to live by the Learning House Way.
- 9. Who Is This For? Our team members are the biggest asset and most important stakeholders at TLH. Hiring the right people and empowering them to grow and add value will naturally increase shareholder and customer value.
- 10. How It Started It took a lot of introspection and asking some hard questions but eventually, fundamental values emerged. These are the primary colors of Learning House, and they inform everything we do.
- 11. Inputs and Outputs It can be easy to know what outputs are wanted: more revenue, a productive and satisfied team, an environment of trust. What inputs does it take to achieve these goals? That’s what this document tries to address.
- 12. Why Primary Colors? The primary colors are the foundation of all other colors. Individually, they are strong. When combined, they make every color on the spectrum.
- 14. Our 3 Primary Colors • Growth • Total Ownership • Servant Leadership
- 15. GROWTH
- 16. What Is Growth? People with a growth mindset enjoy challenges, strive to learn and consistently see potential to develop skills.
- 17. Why Is Growth One of Our Primary Colors? We value growth that is about bettering yourself, the customer and the world.
- 18. What Does Growth Look Like for TLH? There’s always room for improvement. As a company, we want… • Growth for our students • Growth for our partner schools • Growth for our individual team members • Growth for our company
- 19. Developing Fanatical Discipline To be sustainable, growth must be tempered with fanatical discipline. Those who practice fanatical discipline have an unwavering commitment to high performance and can thrive even in chaotic times. Fanatical discipline requires taking a long-term view and making choices that yield results not just today, but in the future.
- 20. The 20-Mile March The 20-Mile March is a way of pushing for an audacious goal while also practicing the self- discipline needed to not overextend. It is a metaphor for how a person–and a company– can push to do better and achieve more, while at the same time being sustainable for long-term growth. Everyone should understand the 20-Mile March of the company and their department.
- 21. Seven Characteristics of a 20-Mile March • Understands the lowest amount of acceptable achievement • Has self-imposed constraints • Is unique to the environment • Can be achieved individually or as a group • Has a timeline that is neither too short nor too long • Is self-directed and self-developed • Is pursued with fanatical consistency
- 22. Those Who Live the Growth Value… Don’t say “But we’ve always done it this way.” Instead, they find ways to improve processes and make things better.
- 23. Those Who Live the Growth Value… Constantly strive to get better at what they do and how they do it.
- 24. Those Who Live the Growth Value… Consistently give direct, constructive feedback to people to encourage improvement.
- 25. Those Who Live the Growth Value… Have an unwavering commitment to high performance.
- 26. TOTAL OWNERSHIP
- 27. What Is Total Ownership? Total ownership means taking responsibility for your actions and their consequences, good and bad. That also means taking a long-term view of situations and seeking to create sustainable solutions that will have a lasting impact. Think of it as the difference between renting a house or owning a home: those who own are responsible for maintenance, upkeep and all the incidentals, but also get to shape that home into a place that reflects their life.
- 28. Why Is Total Ownership One of Our Primary Colors? Total ownership means we can trust people to do what they say and say what they mean; we call this the “say-do ratio.” We spend more time solving problems than shifting blame, and we focus on delivering the best service possible to drive growth.
- 29. Those Who Live the Total Ownership Value… Do what they say they will do.
- 30. Those Who Live the Total Ownership Value… Take the long view. They make decisions that will resonate for decades to come, not just what will be easiest in the short-term.
- 31. Those Who Live the Total Ownership Value… Take responsibility for their actions, and their consequences.
- 32. Those Who Live the Total Ownership Value… Are willing to take risks. Those who understand what growth looks like and own the consequences of their projects have room to take risks and try new things.
- 34. What Is Servant Leadership? Servant leadership means putting other people first, always. Successful servant leaders focus on helping others achieve their goals, and thus, are able to accomplish their own goals.
- 35. Why Is Servant Leadership One of Our Primary Colors? Every TLH team member is a leader, whether it’s by managing their projects or a team. By serving others and helping them achieve their goals, we set an example for those around us, and help everyone be the best version of themselves.
- 36. Those Who Are Servant Leaders… Bring passion to what they do. Passion breeds passion. Successful servant leaders are always ready to give their best, no matter what adversity sits in front of them.
- 37. Those Who Are Servant Leaders… Give back to their team and community.
- 38. Those Who Are Servant Leaders… Create a safe space for people to voice their opinions.
- 39. Those Who Are Servant Leaders… Are authentically optimistic and encourage others to be the same.
- 40. Those Who Are Servant Leaders… Show gratitude.
- 41. Those Who Are Servant Leaders… Make it safe to admit mistakes.
- 42. A Word About Mistakes There are good mistakes and bad mistakes. Good mistakes happen because someone took a risk, tried something new, and informed people as soon as the mistake happened. Bad mistakes are mistakes that have been made before, and those are not tolerated.
- 43. Those Who Are Servant Leaders… Bring passion to what they do. Passion breeds passion. Successful servant leaders are always ready to give their best, no matter what adversity sits in front of them.
- 44. Those Who Are Servant Leaders… Are accountable for their actions and hold others to the same standard.
- 46. What Are Secondary Colors? While the primary colors are the basis of what we do, they do not paint the whole picture. There are other values that are important.
- 47. The 5 Secondary Colors • Humility • Transparency • Celebration • Communication • Self-Awareness
- 48. HUMILITY
- 49. What Is Humility? Humility is the knowledge that you can always improve.
- 50. Why Is Humility One of Our Secondary Colors? No one is perfect. But those who think they are can do more damage than anyone. These are the people who will hide mistakes, shift blame and spend more time explaining why they can’t do work than actually doing work. These are the people who create a culture no one wants to work in.
- 51. Those Who Are Humble… Are not jerks.
- 52. Those Who Are Humble… Accept responsibility.
- 53. Those Who Are Humble… Share credit.
- 54. Those Who Are Humble… Ask for help.
- 55. TRANSPARENCY
- 56. What Is Transparency? Transparency means sharing information and talents. A culture of transparency encourages asking questions, finding answers and sharing results.
- 57. Why Is Transparency One of Our Secondary Colors? Transparency is a two- way street. Knowing why decisions are made helps everyone work smarter and feel confident in their choices.
- 58. Those Who Are Transparent… Share information, instead of hoarding.
- 59. Those Who Are Transparent… Don’t gossip.
- 60. Those Who Are Transparent… Feel confident they always know how they are succeeding in their role.
- 61. Those Who Are Transparent… Keep asking until their question is answered.
- 62. Those Who Are Transparent… Provide straightforward, honest answers, even if the answer is, “I don’t know, but I’ll help you find out.”
- 63. CELEBRATION
- 64. What Is Celebration? Celebration is acknowledging those who do well and sharing their achievements with others.
- 65. Why Is Celebration One of Our Secondary Colors? Part of being a team is showing appreciation. It can be easy, when everyone is busy and focused on the next big project, to overlook our wins. But when we integrate celebration into our daily lives, we build a stronger community.
- 66. Those Who Celebrate… Identify all opportunities to share their achievements and of those of their team.
- 67. Those Who Celebrate… Learn how people like to be celebrated, and tailor their style to those preferences.
- 68. Those Who Celebrate… Small achievements lead to big victories, so they are aware of all the building blocks involved.
- 69. COMMUNICATION
- 70. What Is Communication? Communication is opening a dialogue with the entire company. Everyone has the right to share and receive feedback, from team members, management and leadership.
- 71. Why Is Communication One of Our Secondary Colors? Transparency, honesty, ownership…all of our values rely on open and honest communication to be executed properly.
- 72. Those Who Communicate… Do so respectfully, honestly and often.
- 73. Those Who Communicate… Make an effort to find alignment and connect with others. Communication is a two-way street, and everyone has a right– and an obligation–to drive down that road.
- 74. Those Who Communicate… Are honest, always, especially with themselves.
- 75. Those Who Communicate… Also are kind. Honesty must be tempered with respect and a thoughtful delivery to other people.
- 76. Those Who Communicate… Strive to say yes, but feel comfortable saying no.
- 77. Those Who Communicate… Make it OK to voice issues and identify problems.
- 78. Those Who Communicate… Look for solutions.
- 79. Those Who Communicate… Tailor their communication to their audience.
- 80. Those Who Communicate… Listen more than they talk.
- 81. Self-Awareness
- 82. What Is Self-Awareness? Self-Awareness is the glue that other values rely on. It’s how we course correct and ensure we know what we did well, what we can do better and how we can change.
- 83. Why Is Self-Awareness One of Our Secondary Colors? Self-Awareness means you know when you need to ask for help, or when you have the skills to take a risk. It means we can trust your judgment, and it means we can help meet you where you are to improve your skills.
- 84. Those Who Are Self-Aware… Know their limits, and push beyond them.
- 85. Those Who Are Self-Aware… Set realistic expectations, then strive to exceed them.
- 86. A CHEAT SHEET
- 87. Is This You? • Confident but not cocky • Courageous but not foolhardy • Competitive but a gracious loser • Attentive to details but not obsessed by them • Strong but has endurance • A leader and a follower • Humble but not passive • Aggressive but not overbearing • Quiet but not robotic • Logical but not devoid of emotions • Recognizes people’s capacity for growth Here are the characteristics of the ideal TLH team member:
- 88. Ask Yourself… • Is this driving growth? • Is this demonstrating total ownership? • Am I being a servant leader right now? Before taking action, ask yourself: