Stan Slap
Stan Slap is the president of the international consulting company called, by a remarkable coincidence, “slap.” He has a history of accomplishments as a CEO with as many as 5,000 employees reporting to him and has served as a director of several companies with their CEOs reporting to him, which he prefers a whole lot more.
Since 1985, Stan has focused his hoodlum neurons on creating success for slap clients. He is credited with revolutionizing performance for some of the world’s biggest, smartest and fastest companies — developing explosive growth strategies and the cultural willingness to implement them. He personally coaches CEOs and the executive teams of many of these companies.
Stan has directed the successful expansion for companies ranging from Patagonia to Pennzoil. He designed the plan that helped Oracle sell their strategic intent to 40,000 employees in 167 countries and developed employee re-engagement plans for HSBC, Europe’s largest bank. He has created winning brand strategies for companies from Deloitte to Black Entertainment Television. He has invented many successful advertising campaigns, consulted to leading advertising agencies and personally written slogans for companies from Coca-Cola to Checkpoint Software.
Mr. Fabulous has also developed a number of successful management training programs (the number is 27) that have been implemented in more than 70 countries. Stan is a frequently requested keynote speaker in many of these same countries and in constant demand for major event presentations by Fortune 500 and Global 2000 companies.
Oh, enough already: His self-published “off-white papers” are required reading in several university MBA programs, and his first book Bury My Heart at Conference Room B was a New York Times, Wall Street Journal and USA Today Best Seller. Stan is working on his second book which will be released later this year.
Stan Slap is intent on making a profound difference in the world before he is forcibly removed from it.
“New truth: The first cause cannot always be the company. It must also be manager’s deep fulfillment within the company.”
“It’s impossible for a company to get what it wants most if managers have to make a choice between their own values and company priorities.”
“What managers want most from companies they stop themselves from getting.What companies want most from managers they stop them from giving.”
“This is your one and only precious life. Somebody’s going to decide how it’s going to be lived and that person had better be you.”
“Work/life balance is not about escaping work. It’s about living exactly the way you want to when you’re at work.”
“Why live my personal values at work? This is an excellent question to ask. If your attorneys are planning an insanity defense.”
“A manager’s emotional commitment is worth more than their financial, intellectual and physical commitment combined.”
“Emotional commitment is a personal choice. Managers understand this even if their companies don’t.”
“Most managers have plenty of emotional commitment to give to their jobs. If they can be convinced it’s safe and sensible to give it.”
“True leaders live their values everywhere, not just in the workplace.”
“When you don’t know what true for you, everyone else has unusual influence.”
“When you’re not on your own agenda, you’re prey to the agenda of others.”
“Values are the individual biases that allow you to decide which actions are true for you alone.”
“Values are deeply held personal beliefs that form your own priority code for living.”
“Companies should be the best possible place to practice fulfillment, to live out values and to realize deep connectivity and purpose.”
“Any expert will tell you that if you want emotionally committed relationships then people must be allowed to be true to who they are.”
“Managers know what they want most: to be allowed to achieve success by leveraging who they are, not by compromising it.”
“Leaders make a lot of mistakes but they admit those mistakes to themselves and change because of them.”
“Leaders are people who know exactly who they are. They know exactly where they want to go. They’re hell-bent on getting there.”
“Leadership creates performance in people because it impacts willingness; it’s a matter of modeling, inspiring, and reinforcing.”
“Management controls performance in people because it impacts skills; it’s a matter of monitoring, analyzing and directing.”
“To integrate one’s experiences around a coherent and enduring sense of self lies at the core of creating a user’s guide to life.”
“Careful now: even a financially rewarding, intellectually stimulating work environment isn’t the same as living your own values.”
“You’ll give up nothing to live your personal values at work. The same can’t be said about choosing not to.”
“There is no safe container to store your values while you’re at work; not living your deepest values will leak on you”
“Who creates trust and higher purpose amongst their people and gets unparalleled levels of support for common goals.”
“The high quality of a company’s customer experience rarely has anything to do with the high price of their product.”
“Your values are your essence: an undistorted mirror showing you at your pure, attractive best.”
“The heart of a company’s performance is hardwired to the hearts of its managers.”
“Do you think your people struggle with being true to themselves? Do their values match up with their work?”
“Hard-core results come from igniting the massive power of emotional commitment. Are your people committed?”
“Let’s get right on top of the bottom line: You must live your personal values at work.”
“Success for Managers means: I want to be in healthy relationships. I want a real connection with people I spend so much time with.”
“Success means: I want to know the work I do means something to somebody and helps make the world, if not a Better place, not a worse one.”
“Bury My Heart is "a life-altering approach to turning managers into unconditionally committed leaders.”
“No manager wants success completely defined on the company’s terms. They want success defined by their own terms too.”
“The first step out of the gate has to be knowing where you want to end up. What do you really want from your company?”
“The personal values managers reported being the most under pressure to compromise to do their jobs successfully: 1. Family 2. Integrity.”
“The question is not how to get managers’ emotional commitment but why manager’s don’t give it even if they like their company.”
“Man is born to dream, to be enlightened, to connect and to be fulfilled. Managers are too.”
“There will be plenty of other problems in the future. This is as good a time as any to get ahead of them.”
“You don't have to fear your own company being perceived as human. You want it. People don't trust companies; they trust people.”
“Being relevant to your customers only when you’re trying to sell something means choosing to be irrelevant to them for the rest of the time.”
“The first step to solving any problem is to accept one’s own accountability for creating it.”
“Your company is its own competition and can deliver itself debilitating blows the competition only dreams of.”
“You can’t sell it outside if you can’t sell it inside.”
“The economy is in ruins! Bottom line? Good management will defeat a bad economy.”
“You can stuff yourself with emotional fulfillment until it’s dribbling down your chin & your ego will quickly chomp it down and demand more.”
“Instead of waiting for a leader you can believe in, try this: Become a leader you can believe in.”
“Here’s what you need to know most about leadership: Lead your own life first. The only thing in this world that will dependably happen from the top down is the digging of your grave.”