That’s how I would sum up our approach to everything here at Praxis. It’s not only how we work internally, but how we’ve built the product. The entire program is made to be as practical as possible, which is exactly what makes it radical.
People are so accustomed to doing what everyone else is doing that they confuse common with practical. If your goals and skills and interests and learning style are unique, the practical thing to do is to construct a process that best meets your unique needs. This means it will look different than the catch-all approach, and might thus be labeled radical. Who cares. If being practical makes you a radical, so be it.
If you have entrepreneurial urges you need experience, confidence, knowledge, skill, and a network to cultivate them. The practical thing is to immerse yourself in the content that can inform and the experiences and network than can hone you. That’s exactly what we aim to do.
We’re so radically practical that we let our participants define the success of Praxis. We ask them to provide 3-5 tangible, measurable outcomes they want to walk away from the nine-month program with. Our job is to do everything we can to help them produce those outcomes. If it means midnight phone calls, curriculum customization, or just lots of reminders and encouragement, we’ll do it. We’ve built the structure to support this approach. That’s the entire purpose – an educational experience based on what the learner wants, not what some faceless blob calls normal.
We want to cut through as much BS as possible, whenever possible. Not on some objective standard of what constitutes BS, but based on what participants want. One person’s BS may be someone else’s inspiration.
We want to be flexible, but also singular in the product we put forward: an immersive, challenging experience that combines really hard work with really radical big picture thinking. We want rigorous intellectual engagement combined with the tough challenges of the daily grind. Big ideas and hard work aren’t in conflict and shouldn’t be confined to separate realms called “The Ivory Tower” and “The Trenches”. The Towers/Trenches dichotomy is often an excuse for thinkers to not work hard and workers to not think hard.
Thinkers are called radical and workers are called practical, but big ideas and bottom lines need each other for real progress to occur. If you want to be an entrepreneur, you’ve got to be radically practical. That’s what we’re all about.