Review of Bury My Heart at Conference Room B

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  • Engaging
  • Applicable
  • Inspiring


Stan Slap, the bestselling author of Under The Hood, convincingly argues that firms don’t want their managers to feel too free. Some companies, he says, hamper managers from living their values at work. The leaders of such companies fear that given too much freedom, managers might stop working 50 to 75 hours a week, touting the firm’s products or honoring its arcane policies. They worry managers might start to think for themselves, so they keep them on a short leash. Thus restricted, managers shut down emotionally and their performance suffers. Slap warns companies that impeding managers’ ability to be themselves is bad for the bottom line. He advises managers to demand to live their values at work. The author, who delivers these messages with great passion, says his polemic might work even better as an attention-rousing “pamphlet.” Slap unabashedly whacks companies and managers with stinging prose to wake them up with his inspiring message.  

About the Author

Stan Slap, bestselling author of Under the Hood, is founder and CEO of Slap Company, an international consulting and management development firm.


What Managers Want 

Slap believes that most managers want their personal values, principles and beliefs to determine what they do at the office and to shape how they handle their jobs. They don’t want their jobs to be “work-release” programs. They’d rather leave work with as much energy as they had when they arrived. They want independence to think and act for themselves instead of complying like robots with whatever their superiors tell them. Managers want their companies to trust them as much as they trust their companies. They want their jobs to help make the world a “better place.” Slap says most managers don’t get what they want and come to feel that they’re missing something essential: the ability to link their values to what they do all day.

“Emotional Commitment”

Slap asserts that most managers don’t emotionally commit to their jobs because they can’t link their values to their work. Instead, he says, they detach. This restricts their productivity and performance and leaves them feeling split in two. They emotionally divide into their work self and their private self, and the two never combine. So they suffer, and Slap argues that their work suffers as well.   

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