SLAP’s renowned expertise is in understanding how manager, employee and customer cultures actually work and exactly how to achieve their maximum commitment.
ANALYSIS AND ACTION
BURY MY HEART AT CONFERENCE ROOM B
SLAP has achieved legendary metrics impact for many of the world’s most successful, demanding companies.The kind that don’t include “Patience” on their list of corporate values.
OUR CLIENTS INCLUDE
Over the last 15 years I have deployed SLAP in three companies doing battle in intensely competitive markets. They have never failed to deliver outstanding results. Without exception, there has been a direct measureable connection between my top-performing managers and the ones who apply the SLAP company processes. They were also the catalyst to help slam attrition of our top talent from 35 percent to 5 percent in a single year.
The internal commitment generated for us by SLAP is priceless.
From Procter & Gamble to Pepsico I’ve had a lot of management education in my career. Stan Slap’s work blows everything away in terms of substance and impact.
Stan Slap has changed the way I manage, the way I think about business and the way I think about life.
I can say without hesitation that SLAP changed the potential of our entire company.
Whenever I meet with Stan Slap, I don't know whether to write down everything he says or leap across the desk and strangle him.
We have seen it all and worked with the very best. SLAP offers a path to improving our client experience like no one else does.
SLAP has made a significant, long-term difference in the commitment of our managers and their ability to achieve results through others. Their methods were transformational for me and our entire organization.
SLAP was involved in the strategic planning of every aspect of our company. This, in my opinion, was the primary reason that we were able to make massive operating changes without disrupting our all-important culture and soul. They helped grow our most profitable division by over 300% in three years. Our executive team voted them as one of the ten most important things to ever happen to our company.
After a single exposure to Stan Slap's unique thinking, we asked him to join our board of directors. His company's solutions stick. They immediately entered the pulse and bloodstream of this company.
Before SLAP, my division was losing $116m a year. After SLAP, we’re $100m to the good and we’ve gained 10% market share even after raising our prices 3%. I absolutely credit them as the driving force behind our turnaround.
I had to experience it to believe it. Everything we'd heard about SLAP solutions was true; everything we'd hoped they would be, they were. Stan Slap can see leading edge in his rear view mirror.
"Culture" is the most overused yet often least understood concept in business.
What is Culture?
“Culture is where the humans gather. An independent organism that formed with shared beliefs around the rules of survival and emotional prosperity. A culture exists to protect itself, its antennae are working constantly, its credibility detector is infallible, its perceptions are alarmingly accurate and its memory is elephantine. You can’t bribe, bluff or bully a culture into sustainably believing or doing anything. You can’t tell it what to believe or stop it from existing. But you can take comfort from knowing that a culture is the utmost rational organism – an objective, agnostic and open belief system - who wants to believe and be inspired."
Three critical cultures for companies to serve:
Your Manager Culture: The emotional commitment of your manager culture is worth more than its financial, intellectual and physical commitment combined. It translates to your managers taking on company success like a personal crusade.
Your Employee Culture: A successful strategy isn’t planned well; it is implemented well. That starts with achieving ferocious support from your employee culture to protect the performance goal, course-correct it and evangelize it with its own good name to others.
Your Customer Culture: A brand transfers sustainability of a company to its customers, who sell for it and protect it. It requires faith from both your employee culture, that has to represent company intentions, and your customer culture, that has to ignore other companies’ seductions and broken promises of the past.
- Stan Slap, CEO and Founder, SLAP