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How to Be a Star at Work: 9 Breakthrough Strategies You Need to Succeed

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"Do you know what it takes to be a star at work?  Robert Kelley has the answer." --Fast Company STARS ARE MADE, NOT BORN   Find out what separates stars from average performers   Learn how to be the top pick for the choice jobs   Use nine star-performer strategies to become a member of the select "ten-for-one" club, with ten times the productivity of the average worker   Find o "Do you know what it takes to be a star at work?  Robert Kelley has the answer." --Fast Company STARS ARE MADE, NOT BORN   Find out what separates stars from average performers   Learn how to be the top pick for the choice jobs   Use nine star-performer strategies to become a member of the select "ten-for-one" club, with ten times the productivity of the average worker   Find out how using the nine strategies enables you to out-perform people with supposedly better credentials   New in this edition:  special insights for women and members of minority groups


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"Do you know what it takes to be a star at work?  Robert Kelley has the answer." --Fast Company STARS ARE MADE, NOT BORN   Find out what separates stars from average performers   Learn how to be the top pick for the choice jobs   Use nine star-performer strategies to become a member of the select "ten-for-one" club, with ten times the productivity of the average worker   Find o "Do you know what it takes to be a star at work?  Robert Kelley has the answer." --Fast Company STARS ARE MADE, NOT BORN   Find out what separates stars from average performers   Learn how to be the top pick for the choice jobs   Use nine star-performer strategies to become a member of the select "ten-for-one" club, with ten times the productivity of the average worker   Find out how using the nine strategies enables you to out-perform people with supposedly better credentials   New in this edition:  special insights for women and members of minority groups

30 review for How to Be a Star at Work: 9 Breakthrough Strategies You Need to Succeed

  1. 4 out of 5

    Peter Keller

    OK book, I thought it was pretty boring and not very helpful to me. Maybe it is better for people just starting their career. My notes below: Basic idea: “Star” performers are made, not born. Somewhat random notes and key ideas Ordinary people can learn to do extraordinary work by applying the same key work strategies star performers use. Everyone has the potential to be a star producer in one field or another. The key to realizing these results in real-world situations is founded on the principle of OK book, I thought it was pretty boring and not very helpful to me. Maybe it is better for people just starting their career. My notes below: Basic idea: “Star” performers are made, not born. Somewhat random notes and key ideas Ordinary people can learn to do extraordinary work by applying the same key work strategies star performers use. Everyone has the potential to be a star producer in one field or another. The key to realizing these results in real-world situations is founded on the principle of ongoing productivity improvements. Improvements in performance based on the key work strategies enables workers to change how they perform their jobs, not who they are. Advantages of becoming a high performer in the current business environment are clear and compelling: * Star producers have a sustainable competitive advantage over workers who are less productive. * High performers are given more opportunities for advancement within the business organization. * High efficiency workers can spend their free time pursuing their own interests rather than trying to meet work obligations. * Star performers add prodigious value to their organizations, and can expect their compensation programs to accurately reflect that fact - or they will move to another career opportunity which does The nine key strategies star producers use to out perform average workers are: * Personal initiative - being prepared to blaze new trails in the organizations unspecified white spaces. * Networking - carefully nurturing an array of people who can provide expert knowledge in specific applications * Self-Management - managing career choices carefully to stay centered on the organization’s critical path to the creation of added value. * Perspective - getting and keeping in focus the bigger picture in all areas. * Followership - being prepared to put personal ago aside and work effectively to help managers and others succeed. * Leadership - being able to effectively influence others in the company towards achieving goals. * Teamwork - forming and participating in teams which are productive and effective. * Organizational savvy - using street smarts to navigate the corporate power zones. * Presentation skills - being able to effectively influence the right audience. If you are a messy-desk person, you are better served by learning the strategies of messy-desk stars than by trying to continue as an average worker with a clean desk. The point is that you need to remain true to who you are and retain your basic nature in the workplace. Star performers use their initiative more selectively to: * Seek out added responsibilities which are directly applicable to work projects they are involved in. * Find additional projects which will help coworkers. * Follow a project all the way through to completion, rather than assigning it to the ‘‘too hard’’ classification. * Take some personal risks in accepting new assignments that will require new skills to be bought to bear. They create an environment in which new initiatives can be undertaken firstly by learning how to perform their current duties as efficiently as possible. That leaves them with the time to pursue new initiatives. Star performers build networks of experts who are willing to share knowledge, particularly worthwhile knowledge about critical path tasks. In other words, a star performer’s network isn’t simply the office grapevine - it is a carefully nurtured group of people with varying skills and backgrounds who can provide specialist knowledge for specific situations. Stars build their networks before they need them Stars do their own homework first before going to an expert source. They give credit fully and generously Stars find ways to put more back into their networks than they take (super key take-away. Also, add value first and generously before you attempt to take) Expect to contribute to their network of associates far more often than they receive. Star performers, however, use self-management to increase their productivity by focusing on critical path activities that generate the greatest amount of added value to their companies. star performers take responsibility for their own productivity seriously. They don’t have to be managed, Following and Supporting Management: Being able to help your managers succeed Develop persuasive communication skills. Realize there may be times to act courageously, especially if there is a crisis of conscience with your manager. If you think an action is seriously wrong or criminal, you may have to be prepared to take your case to a higher level of the company or an outside authority. "The brave carve out their own fortune.’’ -- Cervantes, Don Quixote (And every man is the son of his works) Ensuring the team’s objective is clearly defined for every participant. Ideally, this mission statement will also include the criteria by which results will be evaluated, and ways to monitor progress on a regular basis. The very best star performers also manage to downplay their own roles, and credit every accomplishment to the team effort. Star producers tend to be more accomplishment motivated, and view workplace leadership responsibilities as an opportunity to bring a group together, to secure the necessary resources and to guide a project through to completion. Star producers tend to gain leadership roles through voluntary agreement of their coworkers. Knowledge Quotient People-Skills Quotient Momentum Quotient Star producers look at organizational savvy as the ability to manage competing workplace interests to promote an idea, to resolve a conflict and, most importantly, to achieve a goal. To develop organizational savvy: Get to know the lay of the land within the corporate organization - first, using formal organizational charts and then finding the unwritten but real power relationships workers always develop amongst themselves. Develop a feel for the organization’s personality - the day-to-day quirks that every organization follows openly or subconsciously. That enables star producers to work without confrontations or internal dissent. Actively take advantage of any opportunities to work temporarily in other parts of the organization. This is an excellent way to broaden perspective and form alliances throughout the organization. Build value-for-value relationships throughout the organization with people in key positions, or who work on key projects. These relationships have to be cultivated over a period of time, and should obey all the rules of organizational etiquette that are applicable. Star producers tend to be better than average workers at resolving internal conflicts within an organization. Resolving conflicts is almost always more productive than forcing an opinion. High performers even go so far as to work towards creating an environment in which internal conflicts are less likely to arise. Star performers tend to create a niche for themselves that distinguishes them from everyone else in the organization, and that they can use to market themselves internally. The final pieces of organizational savvy are integrity and credibility. Star producers realize the ability to articulate a viewpoint persuasively and with impact is an important way to become associated with high visibility projects, both internal and external. Therefore, they work hard at complimenting superior technical skills with cutting edge presentation skills Know your audience. Star producers focus on the core process - taking information, selecting key points and organizing them in a logical way so they can be shared with others. They then learn how to mold this process to the make-up of the group they are speaking to - whether it’s two people or hundreds of people, the process remains the same. Craft your message to that audience. Make your message relevant and interesting. at all possible, convey the message in rich, human terms rather than in purely technical terms. Star presenters frequently convey information with stories rather than lectures. Use props and other presentation equipment to enhance the message, not to replace an effective presentation. Always keep both feet firmly on the ground while you reach for the stars. Don’t stay locked into a situation where your personal star can’t shine brighter even if you produce ten-times more than you ever did before. Find somewhere else to work so you can move forwards instead of treading water. Realize increasing productivity takes time. Keep in mind all nine strategies are interrelated. Anytime you change companies, careers or departments, you have to start at the beginning again and earn star performer acknowledgment. Never confuse effort and results. Keep looking for supplementary ideas and resources.

  2. 4 out of 5

    Katya

    Купила бы я книгу с названием "Как стать звездой на работе"? Нет, точно! Книга мне досталась от коллеги, который обещал, что все изменится после ее прочтения:) Итак, девять стратегий - это инициатива, налаживание контактов, самоуправление, перспектива (перспективное мышление), подчиненность (wtf), работа в команде, лидерство, понимание организации и убедительная речь. Я верю, что звездами не рождаются, звездами становятся. Но ведь бывают же исключения, правда? :) Посоветую ли? Нет, перечитайте луч Купила бы я книгу с названием "Как стать звездой на работе"? Нет, точно! Книга мне досталась от коллеги, который обещал, что все изменится после ее прочтения:) Итак, девять стратегий - это инициатива, налаживание контактов, самоуправление, перспектива (перспективное мышление), подчиненность (wtf), работа в команде, лидерство, понимание организации и убедительная речь. Я верю, что звездами не рождаются, звездами становятся. Но ведь бывают же исключения, правда? :) Посоветую ли? Нет, перечитайте лучше Анну Каренину или отдохните с друзьями/семьей.

  3. 4 out of 5

    Meg

    Examples are dated but the advice is first rate.

  4. 5 out of 5

    Bickety Bam

    I wish I had read this book when it first came out back in 1998. Despite the corny title, it is probably the best business book I've read concerning how to improve work performance and achieve superior results. The book is based on credible research into the differences between so-called "star" performers and average performers. The differences are not that surprising, but the key difference is the way star performers understand them vs. the average performer. A good example is the star quality o I wish I had read this book when it first came out back in 1998. Despite the corny title, it is probably the best business book I've read concerning how to improve work performance and achieve superior results. The book is based on credible research into the differences between so-called "star" performers and average performers. The differences are not that surprising, but the key difference is the way star performers understand them vs. the average performer. A good example is the star quality of "taking initiative." Average performers tend to view this as any idea they implement, whether it helps only them or others and whether it contributes to the bottom line or not. In other words, a lot of the average performers "initiative" is perceived by managers as just "doing their job". Or, average performers take initiative in projects that don't directly contribute to the bottom line, like planning the company picnic. Stars, by contrast, see taking initiative as stepping outside their job description AND contributing something that improves the bottom line. An example might be to figure out a way to resolve a recurring service problem and then training colleagues in the method. The book makes the case that star performers aren't born. They don't necessarily have above-average IQs nor possess any particular personality traits. The nine strategies identified in the book can be learned and used by anyone. This book would make a great gift for a recent college grad.

  5. 5 out of 5

    BookAddict ✒ La Crimson Femme

    Back when I first started working, the company I worked for had about $50 every year for books that we could purchase for development. This is one of the books I picked. I was having issue at work where I wasn't the "star". It wasn't so much my technical ability or my cognitive skills. It was my consulting and professional skills. Plus I thought politics was crap. Oh how naive and wet behind the ears I was. I did read this book and basically sneered at it. That was a mistake. Looking back, check Back when I first started working, the company I worked for had about $50 every year for books that we could purchase for development. This is one of the books I picked. I was having issue at work where I wasn't the "star". It wasn't so much my technical ability or my cognitive skills. It was my consulting and professional skills. Plus I thought politics was crap. Oh how naive and wet behind the ears I was. I did read this book and basically sneered at it. That was a mistake. Looking back, checking my ego at the door should have been the beginning. Good book, good advice and easy to read.

  6. 4 out of 5

    Avi-Gil

    I’d give this book six stars. Perhaps the best book I’ve read on how star performers differ from their average peers. A bit outdated in its examples and some of the norms of the workplace (e.g., predates IMs, social media, smartphones), but if you look past that, it’s still chock full of good information. (Would love to see an updated version.)

  7. 4 out of 5

    Umalkhayer

    I need

  8. 5 out of 5

    Maxine Madison

    When I implemented the strategies in this book, my performance ratings improved. This a great choice for understanding the workplace and how you can stand out among your peers.

  9. 4 out of 5

    Roberto Abreu

    Good strategies to increase performance and impact in our organizations.

  10. 5 out of 5

    Joe

    Quite a dull and dry book and highly dated but there are a few nuggets of useful information. The most useful page was 119 which lists 11 of “The Core-Self Management Skills”.

  11. 4 out of 5

    Temeika Beasley - Spruiells

    How to Be a Star at Work, Kelley aims to share the  keys to becoming a top producer in the workplace.  I am not sure if this book is the result of mass hype or perhaps, I missed something extremely crucial within the pages.    The first section was repetitive and I knew I was about to enter pages of quicksand.  He told us that he conducted research, then he referenced us to the research in the appendix multiple times, however, he never elaborated.  He shared his findings,eventually, star producer How to Be a Star at Work, Kelley aims to share the  keys to becoming a top producer in the workplace.  I am not sure if this book is the result of mass hype or perhaps, I missed something extremely crucial within the pages.    The first section was repetitive and I knew I was about to enter pages of quicksand.  He told us that he conducted research, then he referenced us to the research in the appendix multiple times, however, he never elaborated.  He shared his findings,eventually, star producers are not the likely characters and anyone regardless of factors that are typically prohibitive can join the ranks of star producers.  It was never really clear as to what a "star" receives in lieu of their stardom.  Are these people who are most likely to be promoted?  Do these people get to keep their jobs? Do they get raises most frequently?  I say this because each of the people that made these vast improvements were already workers.  They were apart of the teams.  Perhaps they wanted people to value them publicly? I am still trying to understand this. Here is the deal, you go to work and your check in your bank account demonstrates the company's appreciation for you.  Always adhere to your job description first, then add value where you can.  Be a self -starter, be a team player, and most of all do your job. I am not sure if people are unaware of these aspects of work, or what.  This book is for that group.  In addition, The reader could simply forget all of the beginning chapters and read chapter 13, Becoming a Star Performer : Making the Program Work for You.  Each chapter had pointless case studies and some were recycled from other material that served only to add girth to the book.  In reality, this should be a ten to twenty page guide. At best this is a one-star book.  My advice is, skip to chapter 13 and save yourself the excruciating pain of navigating this myriad of unorganized text.

  12. 4 out of 5

    Allen Jr.

    I read this book because I am very interested in the topic of followership, which Robert Kelley has also written on. The chapters dedicated to followership, small "L" leadership, and teamwork were very significant in encouraging the skills of working for and with others. While there is a very clear secular, business aim at "brainpowered workers," with a view toward enhancing one's career, I appreciated that the path of career furtherance outlined by Kelley takes people to a place of benefiting ot I read this book because I am very interested in the topic of followership, which Robert Kelley has also written on. The chapters dedicated to followership, small "L" leadership, and teamwork were very significant in encouraging the skills of working for and with others. While there is a very clear secular, business aim at "brainpowered workers," with a view toward enhancing one's career, I appreciated that the path of career furtherance outlined by Kelley takes people to a place of benefiting others by our efforts and contributions, including setting aside oneself and foregoing praise, and instead contributing to the bottom line (critical path) of the larger organization as an unselfish team player. I believe such a model can be very useful to those like myself who are not involved in such corporate environments, but rather work in non-profits or education. Kelley includes both practical skills (e.g. giving presentations) along with social & relational skills (e.g. using one's perspective and initiative), making for a well-rounded approach to being an effective contributor to the group, to others, and in benefit of one's own career opportunities. Well worth a read.

  13. 4 out of 5

    Ray

    Great book; well worth the time to read. The book provides many great suggestions on how to go from a mediocre worker to a "star" worker, especially in any brain-powered career. The suggestions are not only surface-level applications of how to be more productive, but provides the underlying mentality and necessary mind-set to overcome unproductive ways. Some of the strategies are: taking productive initiative, knowing who knows what (so we don't dwell on things that are time-consuming), building Great book; well worth the time to read. The book provides many great suggestions on how to go from a mediocre worker to a "star" worker, especially in any brain-powered career. The suggestions are not only surface-level applications of how to be more productive, but provides the underlying mentality and necessary mind-set to overcome unproductive ways. Some of the strategies are: taking productive initiative, knowing who knows what (so we don't dwell on things that are time-consuming), building up good relationships, knowing the big picture and end goal, adding value as a small-l leader, intelligently using teamwork, understanding how to get the most out of your organization, and being persuasive depending on your audience. Only reason I gave 1 less star is that the author uses a lot of examples/stories from star performers, but the jumping from one to another is a bit messy, so if I'm reading quick, I might get lost about who is being described, whether it's a new person or one that was previously being written about. Definitely a great read for anyone that wants to be productive and become valuable, and eventually indispensable, to your employer.

  14. 5 out of 5

    Carlos

    The book exposes well sounded ideas/strategies to improve productivity at work (and even life in general although that is not the main purpose of the book). I like that the book give a concise list of steps when discussing each strategy by the end of each chapter, I think this makes the core of the book. On the other hand, it is filled out with too many examples/stories that make the reading somewhat lengthy but it is still an interesting reading. The book claims to be research/scientific based. The book exposes well sounded ideas/strategies to improve productivity at work (and even life in general although that is not the main purpose of the book). I like that the book give a concise list of steps when discussing each strategy by the end of each chapter, I think this makes the core of the book. On the other hand, it is filled out with too many examples/stories that make the reading somewhat lengthy but it is still an interesting reading. The book claims to be research/scientific based. While the book gives the feeling that it is based on research, I would had liked to see numbers/graphs/data to get more insight on how they develop/discovered the strategies/factors that work to increase productivity. If there are numbers, they are basically some results of how much performance reviews increased.

  15. 5 out of 5

    Barry Davis

    Subtitled “Nine Breakthrough Strategies You Need to Succeed.” Based upon research to identify the key competencies of star employees, the author found common strategies of all star performers, many of whom were quite “average:” 1. Initiative, blazing trails in the organization’s white spaces; 2. Knowing Who Knows. plugging into the knowledge network; 3. Managing Your Whole Life at Work, self management; 4. Getting the Big Picture, learning how to build perspective; 5. Followership, checking your Subtitled “Nine Breakthrough Strategies You Need to Succeed.” Based upon research to identify the key competencies of star employees, the author found common strategies of all star performers, many of whom were quite “average:” 1. Initiative, blazing trails in the organization’s white spaces; 2. Knowing Who Knows. plugging into the knowledge network; 3. Managing Your Whole Life at Work, self management; 4. Getting the Big Picture, learning how to build perspective; 5. Followership, checking your ego at the door to lead in assists; 6. Small-L Leadership in a Big-L World; 7. Teamwork, getting real about teams; 8. Organizational Savvy, street smarts in the corporate power zone; and 9. Show-and-Tell, persuading the right audience with the right message. Beyond the technical explanation of the research, a very practical book.

  16. 4 out of 5

    Judy

    This is a very good, accessible book on the skills that the best employees have and use all the time. If the only one people really latched onto was "initiative" and the real definition of initiative, it would serve them well. Problem-solving skills are also sorely lacking in most organization, as are good communication and teaming skills. This is also a great book for managers and supervisors to read, since very frequently they don't value the skills that they really should be valuing in their This is a very good, accessible book on the skills that the best employees have and use all the time. If the only one people really latched onto was "initiative" and the real definition of initiative, it would serve them well. Problem-solving skills are also sorely lacking in most organization, as are good communication and teaming skills. This is also a great book for managers and supervisors to read, since very frequently they don't value the skills that they really should be valuing in their employees, sometimes out of ignorance, sometimes out of fear. A good book for the recent college grad.

  17. 4 out of 5

    Susan

    This book accompanies a series of personal development training sessions that my workplace is sponsoring. I missed last year's session due to client commitments but after reading the book, I am really looking forward to the session this year. There is some very practical and useful advice in the book that is presented in a clear, interesting manner with many great examples. Highly recommended! This book accompanies a series of personal development training sessions that my workplace is sponsoring. I missed last year's session due to client commitments but after reading the book, I am really looking forward to the session this year. There is some very practical and useful advice in the book that is presented in a clear, interesting manner with many great examples. Highly recommended!

  18. 5 out of 5

    Nicole

    This was a required book for class. It was an OK read. The book contained a lot of good information, but a lot of it was also intuitive. I didn't find anything to be too inspiring or new. I also had a hard time finding the point of each chapter with all the stories. But if you like stories, then you'll probably like the book. This was a required book for class. It was an OK read. The book contained a lot of good information, but a lot of it was also intuitive. I didn't find anything to be too inspiring or new. I also had a hard time finding the point of each chapter with all the stories. But if you like stories, then you'll probably like the book.

  19. 5 out of 5

    Jon Port

    This book is about "star" performers at work. That is, some people are not just better performers than their colleagues, they are multiple times better. Companies want these folks on their team, so this book is the result of a funded study to find out if they are created by nature or nurture, and what other factors may effect producing these kinds of performers. Insightful. This book is about "star" performers at work. That is, some people are not just better performers than their colleagues, they are multiple times better. Companies want these folks on their team, so this book is the result of a funded study to find out if they are created by nature or nurture, and what other factors may effect producing these kinds of performers. Insightful.

  20. 4 out of 5

    Tori Carner

    Includes some good tips for how to be successful at work and remembering to always think about the "bigger picture." Some of the examples/ stories are a little dated, but overall the book is pretty interesting and motivating. Includes some good tips for how to be successful at work and remembering to always think about the "bigger picture." Some of the examples/ stories are a little dated, but overall the book is pretty interesting and motivating.

  21. 5 out of 5

    Rhett

    It was worth the read. It wasn't anything groundbreaking for me or life changing, but it had some good reminders and good advice. The presentation of the data and telling of the stories could have been better and made it more engaging. It was worth the read. It wasn't anything groundbreaking for me or life changing, but it had some good reminders and good advice. The presentation of the data and telling of the stories could have been better and made it more engaging.

  22. 4 out of 5

    Lamec Mariita

    I found the book simple and helpful. I think that if you applied the principles in the book, you would be a star at work. The principles mentioned are very relevant even though the book was written long time ago. It is a good guide to success in your workplace. I highly recommend the book.

  23. 5 out of 5

    Todd

    This book was included in my book: The 100 Best Business Books of All Time. www.100bestbiz.com This book was included in my book: The 100 Best Business Books of All Time. www.100bestbiz.com

  24. 4 out of 5

    J Crossley

    This book provides nine ways that you can improve yourself during your workday to become a better employee.

  25. 4 out of 5

    Mary Kelly

    Lots of stories and personal points of view. Not overly practical but a good general feel.

  26. 4 out of 5

    J

    via http://www.mindvalleyinsights.com/5-w... via http://www.mindvalleyinsights.com/5-w...

  27. 5 out of 5

    Denise Hoecker

    Not much different than any other book of this genre. The ideas are there but how to succeed at them isn't defined as well as I would have liked. Not much different than any other book of this genre. The ideas are there but how to succeed at them isn't defined as well as I would have liked.

  28. 4 out of 5

    Gamal elneel

    ان تكون ع استعداد لتجاوز مسؤلياتك وتتعلم الجديد وتباشر اعمال اضافية تفكر بطريق مختلف تبذل الجهد لتصل الى الهدف

  29. 5 out of 5

    Lori Grant

    A must-read book on career development.

  30. 5 out of 5

    Ashish Kapil

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