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.
This is not a management book. This is a book for managers.
Ever have the feeling that no matter how rewarding your job is that there's an entirely different level of success and fulfillment available to you? Lingering in the mist, just out of reach…
There is, and Stan Slap is going to help you get it.
You hold in your hands the book that entirely redraws the potential of being a manager. It will show you how to gain the one competency most critical to achieving business impact, but it won't stop there. This book will put a whole new level of meaning into your job description.
You Will Never Really Work for Your Company Until Your Company Really Works for You.
Bury My Heart at Conference Room B is about igniting the massive power of any manager's emotional commitment to his or her company-worth more than financial, intellectual and physical commitment combined. Sometimes companies get this from their managers in the early garage days or in times of tremendous gain, but it's almost unheard of to get it on a sustained, self-reinforced basis.
Of course your company is only going to get it if you're willing to give it. Slap proves that emotional commitment comes from the ability to live your deepest personal values at work and then provides a remarkable process that allows you to use your own values to achieve tremendous success.
This is not soft stuff; it is the stuff of hard-core results.
Bury My Heart at Conference Room B is the highest-rated management development solution at a number of the world's highest-rated companies—companies that don't include "patience" on their list of corporate values. It has been exhaustively researched and bench tested with tens of thousands of real managers in more than seventy countries. You'll hear directly from managers about how this legendary method has transformed their careers and their lives.
As Big as It Gets Stan Slap is doing nothing less than making the business case for a manager's humanity-for every manager and the companies that depend on them. Bury My Heart at Conference Room B gives managers the urgency to change their world and the energy to do it. It will stir the soul, race the heart, and throb the foot used for acceleration.
Buckle Up. We're Going Off-Road. Slap is smart, provocative, wickedly funny and heartfelt. He fearlessly takes on some of the most cherished myths of management for the illogic they are and celebrates the experience of being a manager in all of its potential and potential weirdness. And he talks to managers like they really talk to themselves.
"This book is game changing in a way I have never seen in a business book. I learned about myself and gained new insights into the work I've been doing for thirty years. It is a spectacular read."
– John Riccitiello, CEO, Electronic Arts
1. New York Times bestseller
2. Wall St. Journal bestseller
3. USA Today bestseller
4. 800-CEO-READ best in category
5. Inc. Best of 2010 list
6. Fast Company Best of 2010 list
7. Miami Herald Top 10 business books list
8. Soundview Executive Summaries Top 30 best list
9. Booklist: starred review
10. Publisher’s Weekly: “must read”
On Steve Faktor's latest podcast (subscribe here), guest Stan Slap confirmed his findings. (slap is a corporate culture guru and fellow speaker at the BusinessNext conference.) According to slap, “Most companies misperceive intellectual engagement for emotional engagement. It’s the emotional engagement that’s critical.” And when it comes to achieving change, slap agrees, “If you want the culture to buy it, you have to know how to sell it to them.”
View the Forbes article: The 9 Corporate Personality Types And How to Inspire Them to Innovate
IdeaFaktory Website: Episode 3: Slap out of it! How to Change Company Culture and Innovate
You may want to give emotional commitment to your company; if you can give it, that means it’s safe to give it and you want to be safe in a world you’re devoting so much of your life to. But as a manager you have a lot of indications that giving it isn’t such a fabulous idea. After all, every other type of commitment you’ve fed your company has been slurped down greedily and, my God, it’s still hungry. Willing to work fifty hours a week? Your company will take sixty. Willing to back those strategies that are obviously brilliant? You’re expected to back the ones that are obviously boneheaded with equal fervor. Willing to work hard for bonuses and options when times are good? Plan on working even harder when those are things of distant memory and fuzzy future.
You were an adult before you were a manager and any adult knows the danger of recklessly offering emotional commitment. Emotional commitment is the biggest thing a human being has to give; it’s unconditional, often overruling logic or self-preservation. It doesn’t matter how otherwise confident you are; emotional commitment means strolling into the spotlight, buck naked and vulnerable, anxiously muttering, “Please don’t hurt me.” Well, sometimes you do get hurt, life being life. These are the hurts that last a while, therapy being therapy.
Relationships with family, friends, lovers? Those can be agonizing enough. What can you do but live through them and determinedly fling yourself back into the mosh pit of social intercourse, knowing that to do anything less is to miss the opportunity for true fulfillment?
But to close your eyes and fall confidently into the secure bosom of your company? Uh . . . yeah. Get right back to you on that.
At one time or another, every manager has felt trapped in a vague conspiracy between idiots above them and idiots below. Many are uneasily aware that they inhabit an alien planet whose rulers consider them life forms expendable at a moment’s notice. Company performance requirements are often blithely dismissive of the reality that faces managers as they attempt to do their jobs well and simultaneously protect the sense of self that’s required to do their jobs well.
This is a problem for managers at every level; I regularly coach CEOs and executive teams and they voice exactly the same concerns. When you’re clawing your way to the top, it’s easy to cling to the illusion that everything will be figured out and fulfilling once you get there. When you get there and find that’s not the case, you’ve gained all apparent rewards the job has to offer, everybody expects you to know everything, you can’t easily admit what doesn’t feel good, things still don’t make sense and there’s nowhere else to go. . . . People jump from the top floors of buildings, not the bottom.
I’ve rarely met managers who’ve come into their jobs with a cynical worldview, but I’ve met plenty who’ve adopted one as a protective mechanism. Yet most managers still have plenty of emotional commitment to give to their jobs if they can be convinced it makes sense to give it.
What’s needed is a model that will reliably allow managers to live their values at work without the company having to constantly facilitate the process. A self-sustaining model that is a safe and healthy choice for both the company and its managers.
Brace yourself: The model is called leadership.
Wait — come back!
Not leadership the way you typically hear about it, as a corporate subversion of the concept—the 10, 100 or 1,000 immaculate and selfless organizational behaviors required for you to be anointed a “leader.” The true purpose of leadership isn’t to increase shareholder value or the productivity of work teams. That’s important and leadership will indeed do these things when applied in an organization; any corporate objective that depends on inspired human effort will best be realized through leadership. But that’s not the point of leadership; it never has been and it never will be, and to confuse cause and effect is to deny the critical reason to become a leader in the first place.
Taking the concept “leaders do the right thing” literally sets companies galloping off in an obsessive search for whatever “thing” is the Holy Grail of leadership. It’s not what leaders do that’s important;it’s why they do it. Leadership is a motivation. It’s a purpose before it’s ever a practice. 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. There is more mythology, misdirection, superstition and generalized academic babble about leadership than any other business subject. In fact, 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.
So, yeah, GoldenEye is now owned by Chris Blackwell, who last year turned it into a small luxury resort (10 rooms on the beach, 10 on a private lagoon and the Fleming house set on over 50 acres of beach and jungle). Back in the day, his mother was Ian Fleming's lover and — how's this for a traumatizing childhood event? -- was the inspiration for Pussy Galore and once gifted Fleming with a boat she named Octopussy. ("MOM! Ewwww!") When he was 21, Chris' own small sailboat got wrecked and he washed up injured on shore, only to be taken in by Rastafarian's who healed him. This gave him a spiritual connection to that culture, which would serve him well in later years. When he was 25 he was hired as the location scout for the first James Bond film, which was shot on the island, and at the time there were no film processing studios in Jamaica. They had to send the dailies by plane to Miami and wait 24 hours to see if what came back was useable. He told me that they were all gathered in the screening room ("Ian, Sean, all us…") when they first saw the completed scene of Ursula Andress coming out of the water. "That's when we knew it was going to be a hit." He was offered a permanent job doing the Bond locations but a fortune teller told him he was going to have a more successful career in the music business so he went on to found Island Records, which did indeed bring Bob Marley and reggae to the world (Chris produced The Wailers' Catch a Fire album) but he also signed U2, Traffic, Jethro Tull, Roxy Music, produced the film The Harder They Come and much more). There's a moral in this somewhere but it escapes me.
Anyway, it was his birthday when I was there and he invited me to dinner. Man, oh, man does this guy have some stories.
Goldeneye is sublimely beautiful and even if it's full that only means a few people — Heaven for introverts. I've worked with enough rock stars and Hollywood folk to be spectacularly unmoved by close proximity but our last night there, hanging at the bar with Chris, Win and Regine of Arcade Fire, and Bob Marley's daughter, drinking Blackwell Dark Rum (yeah, the guy has his own rum for God's sake) as the waves gently lapped nearby and the warm Jamaican breeze tickled the trees, I began to give serious thought to ditching everything, moving there and becoming a goat farmer. A few keynotes, a few goats, I could make it work.