Moe and Stan Slap catch up to discuss how to get whatever you want from your employee culture, whether it’s improved accountability, innovation, flexibility, resilience, energy, loyalty, or trust.
Real Leaders Make It Personal
Few have a pulse on modern management as Stan Slap; he’s as unorthodox as he is brilliant; as progressive as he is timeless; and perhaps most important, as introspective as he is provocative. To him, the most admired managers are those brave enough to be themselves, and the ones who hardly cease from acting that way. They’re the ones who prioritize candor over rhetoric, and people over strategy because to them, success starts with having healthy relationships; for it’s the only way they know to ignite the massive emotional commitment stored in each of the individuals whom they manage.
Peter Drucker used to always say that ‘the most important thing in communication is hearing what isn’t said”, and in today’s modern workplace environment; that means being a keen observer of what your employee culture is telling you about your business. In his latest book, Under The Hood: Fire Up and Fine-Tune Your Employee Culture, Slap highlights the seven deadly sins that sabotage workplace environments, and he starts with what he calls ‘the Original Sin’ of failing to respect the absolute power of your employee culture. “An employee culture isn’t just self-protective. An employee culture exists to protect itself ” he states; and as managers, we have accept that we’re not part of that culture, simply due to our role. When I first read them, those few words caught me a bit off guard, then I started to look back to the days when I was reporting to a manager, and actually felt those same sentiments. As a team, it was us and it was them; we had our own set of beliefs, and although it was in line with the company’s overall vision, still we owned our viewpoint. I wish I had a thinking partner like Stan when I was a young manager, still what you’ll hear him discuss is just as applicable to the seasoned veterans leading major enterprises.
Here is a glimpse of the questions we explore:
What does modern management look and feel like
What inspiring workplace cultures have in common
The seven deadly sins of workplace cultures
Why a culture isn’t just self-protective, but one that protects itself
why modern leadership has to be in sync with your personal values
What makes management believable
- The four vulnerabilities to your employee culture