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.
“When you’re a manager, you work for your company. When you’re a leader, your company works for you.”
“The myth of management is that your personal values are irrelevant or inappropriate at work.”
“Imagine a world where what you say synchs up, not sinks down.”
“What first separates a leader from a normal human being? A leader knows who they are as a human being.”
“When rewards come from an external source instead of an internal source, they’re unreliable, which means they’re dangerous if you grow to depend on them.”
“Your company really has to work for you before you’ll really work for your company.”
“Human behavior is only unpredictable and dangerous if you don’t start from humanity in the first place.”
“The purpose of leadership is to change the world around you in the name of your values, so you can live those values more fully.”
“The worst thing in your own development as a leader is not to do it wrong. It’s to do it for the wrong reasons.”
“Your dreams and the dreams of your company may be different, but they are in no way incompatible.”
“Try not to take this the wrong way, but your brain is smarter than you are.”
“The company may have captured their minds, their bodies and their pockets, but that doesn’t mean it’s captured their hearts.”
“A company can’t buy true emotional commitment from managers no matter how much it’s willing to spend; this is something too valuable to have a price tag. And yet a company can’t afford not to have it.”
“Get one Manager Commitment as a result of the other Manager Commitment and you have a powerful equation for Earnings: E=MC2.”
“Profitability. Growth. Quality. Exceeding customer expectations. These are not examples of values. These are examples of corporate strategies being sold to you as values.”
“Providing the ultimate solution to work/life balance: not escaping from work but living the way you want to at work.”
“What companies want most from their managers is what they most stop their managers from giving. What managers want most from their jobs is what they most stop themselves from getting.”
“Emotional commitment means unchecked, unvarnished devotion to the company and its success; any legendary organizational performance is the result of emotionally committed managers.”
“A manager’s emotional commitment is the ultimate trigger for their discretionary effort, worth more than financial, intellectual & physical commitment combined.”
“Unfortunately, there’s no law against being smart and living stupid, no matter how harmful it may be to you. You can unknowingly ricochet away from your deepest values because you’ve mistakenly come to believe you don’t deserve to live them—and spend much of your life sabotaging what you want most by aiming for just the opposite. This doesn’t mean your values haven’t always been your values. They’re driving you still and they’re waiting for you still. Toss them away as forcefully as you want, then duck: boomerang.”