Banking has always been about more than balance sheets and bottom lines. It’s about relationships, perspectives, and continuous growth. Early in my career, as a young member of the executive team at a bank in the Washington, D.C. area, I made a choice that shaped my career: attending Pacific Coast Banking School (PCBS) instead of the closer Stonier Graduate School of Banking. When my bank president questioned my decision, after all, both offered solid programs, and I explained that I craved a fresh viewpoint on the industry. PCBS promised to broaden my horizons beyond the familiar, and it delivered. Decades later, I was invited to experience a week last month under the PCBS Lifetime Learning program, I cleared my schedule for a weeklong return to campus. What I found was a delightful blend of nostalgia and evolution, reminding me why investments in education endure, much like a well-built foundation in a volatile market.

My first stint at PCBS was a rite of passage. Arriving on campus, I was assigned a dorm room complete with a roommate and bunk beds. Which is a far cry from the solitary hotel stays of my consulting life today. My roommate, Randy Proctor, was a character straight out of a storybook: a tall lumberjack with a handlebar mustache, thrust into banking because his family-owned institution needed him as his father eyed retirement. Randy’s colorful tales and unfiltered energy made those late-night discussions unforgettable. Sadly, Randy passed away in 2006, but his spirit lingers as a reminder of the unexpected bonds formed in such settings. Fast forward to my recent visit, and while the bunk beds remain (a quirky constant), the accommodation has upgraded to private rooms and bathrooms. No more shared spaces, but the essence of communal learning persists.

The week was a rush of great memories, though tempered by modern sensibilities, late-night revelry and, alas, no toga parties in sight. Joan Reukauf, PCBS President, and her exceptional team extended a warm welcome that made me feel instantly at home. Their hospitality underscored the school’s enduring commitment to fostering connections, a value that is as relevant today as it was then. Grateful for the invitation, I dove into classes and conversations, blending my past experiences with fresh insights.

One standout session was “The Relational Leader: Navigating Relationships for Success,” taught by Michael Johnson, Ph.D., Professor of Business Management at the University of Washington Foster School of Business. Drawing on the Full-Range Leadership Model, the class explored how leaders can harness self-awareness, emotional intelligence, and interpersonal skills to drive transformation. Michael likened leaders to shepherds, guiding flocks not from the front but by staying attuned to those behind, a quote from Nelson Mandela that resonated deeply. In my consulting practice, I describe banks as a flock of sheep. As we delved into dimensions like idealized influence, where leaders set high ethical standards, and individualized consideration, coaching team members to unlock their strengths. For me, it was a masterclass in blending authenticity with strategy, reinforcing how relational leadership turns challenges into collaborative triumphs. In an industry facing digital disruptions and talent shortages, these tools are invaluable for building resilient teams.

Next up was “The Board, Shareholders and M&A,” led by Philip Smith of Gerrish Smith Tuck, PC. Philip approached the topic from a legal lens, dissecting governance structures, shareholder dynamics, and merger intricacies with precision. I gleaned fresh perspectives on regulatory hurdles and risk mitigation, but I could not resist sharing my consulting viewpoint, focusing on business synergies, cultural alignments, and long-term value creation beyond the legalese. It was a lively exchange. Hopefully, Philip picked up a nugget or two from the practical side. In my advisory work at CCG Catalyst, I have seen how overlooking these business angles can derail even the most airtight deals, so this class was a timely reminder to bridge legal and strategic worlds.

My final course, “Culture, Community and Connection in Banking,” taught by Christopher Thompson, Founder and CEO of Core Inclusive, hit closest to home. Christopher emphasized leveraging relationships to cultivate inclusive cultures that drive community impact. We discussed how authentic connections foster trust, innovation, and loyalty echoing themes from my early PCBS days. It reminded me of client engagements where we have helped banks realign cultures post-merger, turning potential friction into shared purpose. In today’s fragmented banking landscape, where fintechs vie for customer hearts, prioritizing these elements is not optional,  it’s the differentiator.

Between classes, the real highlights were chats with current students. What started as casual pleasantries evolved into deep dives. They grilled me on my original PCBS journey, how it propelled my career from banker to consultant, and if the investment pays off today as it did then. I shared wins, like navigating complex transformations and struggles, such as adapting to regulatory shifts. Their curiosity mirrored my own back in the day, affirming PCBS’s role in shaping adaptable leaders.

Returning to PCBS reinforced a core truth. Banking thrives on lifelong learning. Whether through formal programs or informal networks, staying curious keeps us ahead. At CCG Catalyst, we champion this mindset, helping institutions evolve strategically. If you are pondering your next growth step, consider revisiting your roots, it might just spark the innovation you need.