Your company really has to work for you before you’ll really work for your company.
~ Stan Slap
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.
~ Stan Slap
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.
~ Stan Slap
What managers want most from companies they stop themselves from getting.What companies want most from managers they stop them from giving.
~ Stan Slap
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.
~ Stan Slap
A manager’s emotional commitment is worth more than their financial, intellectual and physical commitment combined.
~ Stan Slap
Emotional commitment is a personal choice. Managers understand this even if their companies don’t.
~ Stan Slap
Emotional commitment means unchecked, unvarnished devotion to the company and its success; any legendary organizational performance is the result of emotionally committed managers.
~ Stan Slap
The company may have captured their minds, their bodies and their pockets, but that doesn’t mean it’s captured their hearts.
~ Stan Slap
Values are deeply held personal beliefs that form your own priority code for living.
~ Stan Slap
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.
~ Stan Slap
Your values are your essence: an undistorted mirror showing you at your pure, attractive best.
~ Stan Slap
Careful now: even a financially rewarding, intellectually stimulating work environment isn’t the same as living your own values.
~ Stan Slap
Values are the individual biases that allow you to decide which actions are true for you alone.
~ Stan Slap
Success for Managers means: I want to be in healthy relationships. I want a real connection with people I spend so much time with.
~ Stan Slap
Let’s get right on top of the bottom line: You must live your personal values at work.
~ Stan Slap
Any expert will tell you that if you want emotionally committed relationships then people must be allowed to be true to who they are.
~ Stan Slap
When you’re not on your own agenda, you’re prey to the agenda of others.
~ Stan Slap
Leadership creates performance in people because it impacts willingness; it’s a matter of modeling, inspiring, and reinforcing.
~ Stan Slap
Management controls performance in people because it impacts skills; it’s a matter of monitoring, analyzing and directing.
~ Stan Slap
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.
~ Stan Slap
Leaders are people who know exactly who they are. They know exactly where they want to go. They’re hell-bent on getting there.
~ Stan Slap
Leaders make a lot of mistakes but they admit those mistakes to themselves and change because of them.
~ Stan Slap
Managers know what they want most: to be allowed to achieve success by leveraging who they are, not by compromising it.
~ Stan Slap
The high quality of a company’s customer experience rarely has anything to do with the high price of their product.
~ Stan Slap
Companies should be the best possible place to practice fulfillment, to live out values and to realize deep connectivity and purpose.
~ Stan Slap
The heart of a company’s performance is hardwired to the hearts of its managers.
~ Stan Slap
Do you think your people struggle with being true to themselves? Do their values match up with their work?
~ Stan Slap
Hard-core results come from igniting the massive power of emotional commitment. Are your people committed?
~ Stan Slap
When you don’t know what true for you, everyone else has unusual influence.
~ Stan Slap