In his latest video blog Stan Slap answers the question “Is age a factor?” in relation to enacting what’s laid out in Bury My Heart at Conference Room B for obtaining emotional commitment.

When you’re clawing your way to the top in your career you can be convinced that everything will be figured out and fulfilling when you get there.  When you finally get there, and you find that things still suck, and things are still unanswered, and you can’t ‑‑ you’re kind of a culture of one, you can’t really admit what you don’t know what doesn’t feel good?  And you have all the apparent rewards a job has to offer and there’s no place else to go, people jump from the top floors in buildings, not the bottom, okay?  So this is something that plagues managers at every level.

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We wanna hear what it’s really like in your company culture, direct from you who live it.
Feel respected or rejected? Pumped or pummeled? Valued or vilified?

Give it to us straight and we’ll give you something straight back: signed, first edition copies of Stan Slap’s two books.

One right away – NY Times best seller Bury My Heart At Conference Room B – and his next book when Penguin publishes it later this year.

Your stunning story may just be ripe for picking for a new book Stan’s writing on the power of employee culture.

Everything you tell us is confidential. Nothing will be published or released without your permission. Promise.

CLICK HERE and tell us your story.

Or sound off on any of these:
1. When you felt respected or disrespected by your company
2. When a new strategy was implemented well or badly
3. How your company responds to your feedback – or not
4. When you’re passionate or bitter about your company

You may also email your story to us at talktous@slapcompany.com

Get heard. Get books.Get published.

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In every sales organization, you have the sales monsters, those natural born killers who you’d give anything to keep and anything to breed. You have the good, dependable reps, who, with some prodding, will cumulatively help you make each quarter and occasionally take your breath away. And you have the slackers, who you should really get some sort of tax credit for but who you hope will show their true potential someday.

What if you could move eachof these levels UP? Keep the monsters from leaving, move the solid middle into monster territory, wake and shake the slackers?

“The slap company allowed us to develop deeper trust with our customers, prospects, peers, managers and their direct reports. This led directly to more revenue.”

Neville Letzerich,
Vice President and GM

EMC

“I simply wouldn’t be where I am in my career without slap. They helped me become a better sales rep and then a better sales leader. Their value and ROI are unquestionable.”

Adrian Jones,
Senior Vice President, Sales

ORACLE

“Without exception, there is a direct, measurable connection between my top- performing sales managers and the ones who apply these slap processes. At McAfee slap was also the catalyst to help slam attrition of top talent from 35 percent to 5 percent in a single year.”

Michael DeCesare,
Co-President

MCAFEE

“The slap company was transformational for our sales organization. They made us better as a team and as individual contributors.”

Dave Swinkin,
Director of Partner Operations

HEWLETT-PACKARD

We’ve got PLENTY more testimonials just like these. The one that’s missing is yours. Let’s fix that.

This is what slap will help you do. Just like we do for many of the world’s most demanding sales organizations.

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

ON TOP OF THE BOTTOM LINE

Stop one sales superstar from leaving. Create one new sales superstar. Gain one major new customer. Take one major customer away from a competitor.

You’ve just paid for this work many times over. That’s exactly what this work is intended to do for you.

THIS ISN’T SOFT STUFF. IT’S THE STUFF OF HARDCORE RESULTS.

The slap company is renowned for achieving maximum commitment in manager, employee and customer cultures. We don’t do anything else. Since these are the three groups that decide the success of your business, we don’t think there is anything else.

We are results- and impact-obsessed, deadly serious and totally twisted: just what it takes to command the respect of a sales organization. We’ve selected a package of proprietary deliverables designed to produce major impact in your sales organization.

1. EMOTIONAL COMMITMENT IN YOUR MANAGERS

Your managers can appear fully productive and enthusiastic simply because they’re financially, intellectually and physically committed. But if you’ve ever witnessed a human being emotionally committed to a cause––working like they’re being paid a million and they’re not being paid a dime–– you know there’s a difference and you know it’s big. Bury My Heart at Conference Room B is the legendary slap process that achieves emotional commitment in managers – self sustained and self reinforced so the burden is off you to drive it.

Your managers’ emotional commitment is the ultimate trigger for their discretionary efforts. It’s what solves problems that are unsolvable, creates energy when all the energy has been expended, and ignites emotional commitment in others, from employees to customers.

“Bury My Heart at Conference Room changed the very character of Microsoft. It is directly responsible for success at this company.”

Pieter Knook

Senior Vice President MICROSOFT

2. THE ULTIMATE SALES EXPERIENCE

To be successful in a competitive environment, you must be known not just for what you sell but for how you sell it. Heaven is the proprietary slap process that will help you create a brandable sales experience – spectacular, signature and sustainable. It will get your reps wicked smart about what really causes customer response and loyalty.

Heaven will generate hundreds of innovative ideas from your people then sort those ideas by resources required and impact on the selling process – what will get you in the door or keep you there? On average, 61% of the seemingly outrageous tactics generated in a typical Heaven session can actually be implemented without the use of any additional time, talent or dollars. Why do you think we call it Heaven?

This process will get your reps wicked smart about what really causes customer response and loyalty. It
will surround them with a customer experience that they are thrilled to represent and unique tools to deliver it to customers.

“The slap company helped grow our most profitable division by 300%
in three years. Our executive team voted them one of the ten most important things to ever happen to our company.”

Chris Tobey Senior Vice
President WARNER MUSIC GROUP

3. THE KEYNOTE FOR YOUR SALES EVENT

Time to wake ‘em and shake ‘em at your sales kick- off. New York Times bestselling author Stan Slap will provide the keynote speech. Stan was creating success in companies long before he ever climbed on a stage to talk about it. You’ll hear the same thought leadership given to many of the world’s
top

organizations. And you’ll hear it in a way that inspires your sales organization to take immediate action. His speeches are wild affairs—a non-stop combination of information and entertainment. Yet no matter how large the audience, they retain a remarkable sense of intimacy—basically, no place to hide.

For your general sales organization:

THE HUNGRY AND THE HUNTED

A brand is about achieving the highest level of trust in customers and isn’t about what you sell – it’s about how and why you sell it. This isn’t a marketing issue alone: it’s an issue for those who face the customer on a regular basis.

The brand is directly in the hands of the sales team. That means so is the opportunity for legacy impact. This keynote speech will explain how to achieve a brandablesales experience—spectacular, signature and sustainable.

For your sales managers:

1, 2…10!

Neither business logic, nor management authority, nor any compelling competitive urgency will convince an employee culture to adopt a corporate cause as if it were their own. In the killing field between company concept and employee commitment lays many a failed strategic plan.

Want your employee culture to buy a new performance or strategic goal? You have to know how to sell it to them. This means knowing how the culture works and how to work the culture. This keynote speech will show your management team exactly how that happens.

“Sharing a stage with Stan
Slap is like trying to share a steak with Mike Tyson. I wouldn’t advise it.”

John Needham Chief
Executive Officer THE BILL CLINTON GLOBAL INITIATIVE

CALL TO ACTION

Mike Walsh, EVP Account
Services
mwalsh@slapcompany.com

Click Here to download the PDF version of this page.

© slap 2012

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In his latest video blog Stan Slap explains the long running dispute and court battles between the Slap family and Canada over who actually owns Labrador.

Labrador Director of Pageantry position inquiries please contact talktous@slapcompany.com

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Jim Marshall, the English inventor of the famed Marshall amplifier used often by major guitar rock artists, also known as the “Father of Loud”, died yesterday in the Buckinghamshire home. He was 88 years old.

Marshall started developing his amplifiers in the 1960′s, answering the request from customers like Pete Townsend and Ritchie Blackmore who needed a unique type of amplifier for blasting their heavy rock chords. In 1962, the first Marshall amp, the Marshall JTM 45 30-watt amplifier, stood a distorted sound–different from the clean sound of rival Fender amps — and very soon became a favorite of Jimi Hendrix and Eric Clapton, among other musicians.

Marshall, together with 18-year-old electronics apprentice Dudley Craven, toiled night and day to perfect the sound. After six attempts he finally created something he liked.

The 1st Marshall amps were standard, a black box using a speaker inside and a few controls on the top. Marshall is credited with inventing the “amp stack” where musicians stacked his amplifiers one along with another, creating towers that can produce huge sound.

Marshall’s intention was to produce an amplifier with a rough, fuzzy sound to fulfill young rock musicians as opposed to country and jazz musicians who often used Fender amps.

He turned his invention in a highly successful business, manufacturing the majority of his amplifiers in a tiny factory near his home in Milton Keynes north based in london.

He became a rock legend along the way, being named through the Marshall Amplification website–along with Leo Fender, Les Paul and Seth Lover–as being one of the forefathers of rock music equipment.

“Jim’s ascent into the history books as ‘the father of loud’ in which he responsible for ‘the sound of rock’ is a true rags-to-riches tale,” the Marshall Amplification website said. “In accessory for the creation of the amps chosen by countless guitar heroes and game changing bands, Jim has also been an incredibly humble and generous man who, in the last several decades, has quietly donated many millions of pounds to worth causes.”

Several rock musicians paid tribute, including Motley Crue bass player Nikki Sixx, who asserted he was in charge of some of the greatest audio moments in rock history, and then for causing “50 percent for all those our hearing loss.”

Through the years, Marshall became a larger-than-life figure. He enjoyed smoking Cuban cigars and single malt Scotch whiskey.

He began developing health problems late in your life, suffering several strokes before developing cancer late recently. The cancer was removed however it came back. Marshall died regarding his son Terry and his wife by his side.

Marshall seemed to be a drum teacher and an avid drummer. He or she is survived by two children, two stepchildren, grandchildren and great-grandchildren.

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To enter this contest, write a response of at least 200 words to one or more of Stan Slap’s five questions. Your entry must contain truthful accounts of your employee experiences – only legitimate stories will be considered. The use of real names and companies is requested; omission of real names can reduce the chances of being published. Everything you submit will remain confidential unless you provide permission to use it.

Here are the 5 questions.
1. When employees felt respected or disrespected by your company
2. When a new strategy was implemented well or badly
3. How your company responds to your feedback
4. When you’re passionate or bitter about your company
5. Whether your company lives by values

Click here to submit your story.

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The Hungry and the Hunted. How to create a brandable customer experience and the ultimate competitive edge.

A brand is the creation of faith in two groups that absolutely cannot be fooled: your employee culture and your customer culture. The reason branding strategies don’t work is they don’t look where these cultures look to decide whether to grant the leap of faith required to become branded. Branding is a tribute, not a verb. Your company can’t just claim or demand to be branded; it has to be given to you.

There is nothing you sell that a customer can’t choose to buy somewhere else or do without—except an intimate, values-based relationship between customer and company. That relationship can’t easily be deconstructed by your competition and competitors can’t use price, size, marketing or sales to bust it apart. To be a successful brand you must be branded not only for what you sell but for how you sell it.

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Born on June 5, 1943, the bassist gained attention in the revolutionary Detroit band MC5 and played in new version of the group called DKT-MC5 with former MC5 members Wayne Kramer on guitar & Dennis Thompson on the drums.

The original MC5 rocketed to prominence from 1964 to 1972, making waves with incendiary political activist  lyrics and a blistering early-punk sound, beginning with their first album “Kick Out the Jams,” released in 1969.

A worlds top bassist and also producer, MC5′s bassist was going to be in Belgium this week recording with punk rock musician Sonny Vincent, said Davis’ wife.

Davis is survived by his wife, their three sons, and a daughter from a previous marriage. Memorial plans were pending, said Angela Davis.

AP mc5

http://music-mix.ew.com/2012/02/19/michael-davis-dies/

http://www.washingtonpost.com/local/obituaries/bassist-michael-davis-from-influential-60s-band-mc5-dies-at-age-68/2012/02/18/gIQAyIVeMR_story.html

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This is not soft stuff.  This is the stuff of hardcore results.  The companies that bring us in to do this work either to build a brandable customer experience or transform and protect their employee and manager cultures.  We like to say they don’t have patience as a value, they are high demand organizations.  They have gone through the times of making managers millionaires just by virtue of them showing up and fogging up a mirror they still became day traders with their own career.  There has to be something else.  There is something that is worth more than financial intellectual and physical commitment and that’s emotional commitment.  The opposite of emotional is not irrational the opposite of emotional is detached.  There isn’t a strategy or performance goal that is weight bearing if its placed on a platform of detached culture.

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