TOUGH TIMES:

TOUGHER TEAMS

What is the surest, fastest way through the fog of the pandemic and its impact on your company, your culture, and your customers? Whose guidance do you trust? Where do you start?

YOU MUST REMEMBER THIS

Don’t look forward. Look backward.

There are two things we do know for certain. The first is that these tough times won’t last forever. The second is that the story of how you stood up to them will. You’re going to be living with that story for a long time. It’s time to start writing it so that it ends the way you want it to.

SLAP’S renowned expertise is in understanding exactly how manager, employee, and customer cultures really work.

And how to get yours to really work for you.
The True Definition of Culture

1. WHY WE GET THE CALL

Three things. Or everything.

Urgency.

“We need to execute on a critical internal transformation or go-to-market strategy." "The plan is ready to launch right now or it’s coming soon, and it has to work.”

Frustration.

“It’s another year and with so much wasted energy: Another strategic kick off." "Another one-team initiative." "Another ad campaign. More discounting." "The only way this year’s strategy is going to move forward is when it’s slammed from behind by next year’s strategy.”

Desire.

“Since we have managers and employees, we’re going to provide the most fulfilling, productive career they could ever have." "Since we have customers, we’re going to set the bar so high for the quality of our customer experience, no competitor will ever reach it.”

For 24 years, in 44 countries, SLAP has achieved billions of dollars of performance improvement for many successful, demanding companies.

The kind that don’t include “Patience” on their list of corporate values.

2. WHO CALLS:

SOME OF OUR CLIENTS

They've seen it all. They choose SLAP.

Deloitte
Ebay
Electronic Arts
EMC
Facebook
Fannie Mae
Google
Hewlett-Packard
Hilton
HSBC
Intel
Li and Fung
Microsoft
Oracle
Sony
Standard Bank
Starbucks
Time Warner
Viacom
Vodafone

A great culture is a committed culture. Its commitment can be measured by any performance metric you use to manage your business.

LET'S TALK MEASURABLE RESULTS

3. HOW WE ANSWER THE CALL:
THE SLAP SOLUTIONS

Unique and Contrarian. Proven and Measurable.

Tough Times Tougher Teams

TOUGH TIMES
TOUGHER TEAMS

What is the surest, fastest way through the fog of the pandemic and its impact on your company, your culture, and your customers? Where do you start? Whose guidance do you trust?
Designed For: ALL MANAGERS, ALL LEVELS

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BURY MY HEART AT CONFERENCE ROOM B

Achieves emotional commitment from your managers, which translates into them taking on company success like a personal crusade.
Designed For: ALL MANAGERS, ALL LEVELS

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BRand Strategy

BRAND STRATEGY

Achieves true brand status. Your customers will advertise and sell for you and protect you if you stumble or get attacked.
Designed For: FOR CEO AND C-SUITE

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The Bridge

UNDER THE HOOD
ANALYSIS AND ACTION

Reveals any hesitation of your manager and employee cultures to deliver on your transformation and performance goals. Then shows exactly how to recalibrate commitment to a maximum level.
Designed For: CEO, C-SUITE

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Heaven Session

HEAVEN

Achieves your spectacular, signature customer experience — affordable, feasible, and designed by your own culture. The key to true customer centricity.
Designed For: ALL BUSINESS UNITS, INCLUDING SALES AND SUPPORT

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KEYNOTES

A summary of any SLAP solution delivered in keynote form. Will wake and shake your audiences, confirm common purpose and immediate actionable steps.
Designed For: ALL MANAGERS, ALL HANDS, CUSTOMER EVENTS

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Under the Hood

UNDER THE HOOD
TRANSFER OF COMPETENCY

Allows every manager to gain the commitment of their own culture to the success of company transformation and performance goals. Creates goal unity, focus, and commitment from every B.U. and team.
Designed For: ALL MANAGERS, ALL LEVELS

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BACK TO THE GARAGE

Achieves context for management actions that causes your culture to protect the company. Gives your culture an emotional reason to believe and contribute to company success.
Designed For: CEO AND C-SUITE.

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BOOKS

From our own New York Times, Wall St. Journal, and USA Today bestselling author, Stan Slap. Available wherever books are sold, in whatever form, including audio read by Stan.
Designed For: ALL MANAGERS, ALL LEVELS

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THE NEW VIRTUAL VERSIONS OF OUR SOLUTIONS

We’re thrilled that the in-person versions of SLAP solutions have earned a worldwide reputation for their unique, extraordinary impact. Like you, we hadn’t planned on the Age of Human Contact screeching to a halt in our lifetime and look forward to its resurgence. In the meantime, we have spent many months redeveloping our solutions for virtual delivery.

The SLAP team that developed the original versions has built these virtual versions, with lots of input/interference from Stan Slap. They are based on the same unique IP. They retain the same focus on measurable business outcomes and transfer of competency, the same big epiphanies, the same actionable steps. And they remain immaculately empathetic to the real and surreal world of a manager. Our facilitation team has been certified in the new versions, so they’ll be presented to your managers with the same skill.

We are confident that the virtual versions are of the ridiculously high standard set for the in-person versions.

4. WHAT HAPPENS WHEN WE ANSWER:

SOME TESTIMONIALS

The only one that's missing is yours. Let's fix that.

The True Definition of Culture

Three groups are deciding the success of
your business while you read this sentence.

Here’s what to do about it.

When your manager culture, your employee culture, and your customer culture want something to happen in your company, it will happen. When they don’t, it won’t. We’re not talking about a bunch of managers, employees, and customers here. When these groups formed relationships with your company they became cultures and became far more resistant to standard methods of corporate influence.

Given that the success of your company and your career involves achieving results through others, understanding the true motivations of a culture is the most critical information you can have. As critical is that “culture” remains the most overused, yet typically least understood, concept in business. Let’s fix that for you right now.

Why a culture exists

A culture is created whenever a group of people share the same basic living circumstances and so band together to share beliefs about the rules of survival and emotional prosperity. “How do we survive, living in this jungle [this company], in this tribe [this team], with this chief [this manager]? Once we know we’re going to be okay, how do we then get rewarded emotionally and avoid punishment?” Your culture is not the beliefs about “the way things are done around here.” That’s just the currency of the culture. Your culture is the self-protective organism that obsessively collects information, attempts to validate its credibility, and shares its beliefs privately amongst itself as a guide to its own survival.

A culture is an independent organism, living right inside your company, with its own purpose and all the power to make or break any management plan. Its purpose is to protect itself, and it will only offer protection to your company when it perceives a reliable through line between happens for the company with what happens for the culture. Cultural commitment only happens when your culture believes that protecting the company is the same as protecting itself.

The bad news

A culture is an information-gathering organism designed to assure its own survival. As such, its antennae is working constantly, its credibility detector is nearly infallible, its perceptions are alarmingly accurate, and its memory is elephantine. You can’t bluff, bribe, or bully a culture into sustainably believing or doing anything. You can’t tell it what to believe and you can’t stop it from existing. Your cultures are not anti-company, anti-management, or anti-performance, but they are definitely anti-unsafe and will resist anything that poses perceived risk to their survival and emotional prosperity.

The much better news

Your cultures will give you whatever you want. You just have to give them what they want first. Respecting what they want is the difference between their defiance and their compliance. Remember: It is not the responsibility of your cultures to understand your business logic; it is the responsibility of your business to understand the cultures’ logic. Get this and you will be unbeatable in any market you choose to own.

The ultimate impact

The biggest commitment your cultures can give you won’t be seen until they need to show it: If your company ever gets into trouble, only a committed culture will step up to save you. You may not need this protective evangelism from your cultures today, but you’ll need it someday — every company needs it one day. You can’t bank it when you need it; you have to put it away ahead of time.

Maximizing the commitment of your manager, employee, and customer cultures is not only about achieving performance. It is about achieving performance insurance.

MAKE THE CALL

Let’s talk about measurable results that can only come from the maximum commitment of your manager, employee, and customer cultures.

SLAP

450 Geary St.
Suite 100
San Francisco, CA 94102
(415) 362-1240

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Your performance strategies may be rocket science.
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We're in the rocket fuel business.