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

by Robert E. Kelley

"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   special insights for women and members of minority groups

Genres: Business, Nonfiction, Self Help, Leadership, Buisness, Productivity, Management

352 pages, Paperback

First published April 14, 1998

Reviews

[Peter Keller · Rating 2 out of 5]

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.

[Katya · Rating 2 out of 5]

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.

[Meg · Rating 4 out of 5]

Examples are dated but the advice is first rate.

[Jung]

In "How to Be a Star at Work" by Robert E. Kelley, the author dismantles one of the most persistent myths in the professional world: that success is reserved for a chosen few born with exceptional talents or intelligence. Through extensive research on high performers at organizations such as Bell Labs and 3M, Kelley shows that the difference between those who stagnate and those who rise is not innate genius but rather the consistent application of nine practical strategies. These strategies - ranging from taking initiative and networking effectively to mastering self-management and organizational savvy - can be learned by anyone willing to change how they approach their work. The book reframes success as less about extraordinary brilliance and more about working smarter, strategically, and in ways that create visible value for one’s organization.

The first and perhaps most transformative strategy involves taking initiative. Average employees often stay confined within the boundaries of their job description, while star performers actively seek out gaps, problems, or opportunities that fall between the cracks. They identify work that no one owns but that directly impacts their organization’s goals, and then they take responsibility for addressing it. This is not about recklessly piling on extra tasks, but about carefully choosing initiatives that deliver measurable benefits, whether through cost savings, efficiency improvements, or revenue growth. Initiative also requires persistence - the willingness to stick with projects that demand creativity, collaboration, and sustained effort. By consistently doing more than what is formally asked and delivering outcomes that matter, stars position themselves as indispensable contributors.

A second cornerstone of star performance is the ability to build and maintain a knowledge network. In a world where no individual can possibly know everything, the best performers distinguish themselves not by holding all the answers but by knowing exactly where and how to find them. Kelley notes that stars resolve questions or problems in a fraction of the time it takes average employees because they have cultivated a trusted network of experts and colleagues. They understand that knowledge operates in a kind of barter system, where value must be exchanged. Thus, they establish their own expertise, help others before seeking favors, and practice good networking etiquette. Instead of shallow name-dropping, they approach relationships as collaborative partnerships, ensuring mutual benefit and long-term trust. In doing so, they dramatically accelerate their productivity and effectiveness.

Another critical behavior involves self-management. Many workers rely on their supervisors for direction, structure, and accountability. Star performers, on the other hand, learn to manage themselves with discipline and foresight. They pay attention to their natural rhythms of productivity, protect their focus time to achieve 'flow,' and prioritize tasks according to long-term importance rather than short-term urgency alone. They do not wait to be told how to excel but instead take ownership of their trajectory by aligning projects with their strengths and long-term goals. This self-sufficiency not only increases efficiency but also reassures managers that they can be trusted with greater responsibility, paving the way for growth and promotion.

The ability to see beyond one’s own perspective also sets stars apart. Technical brilliance or deep expertise in one’s field can become a liability if it creates tunnel vision. Successful employees broaden their perspective by seeking feedback from peers, understanding customer needs, observing competitors, listening to company leadership, and exploring ideas from unrelated fields. This openness to multiple viewpoints not only improves problem-solving but also makes their work more relevant and impactful. By deliberately stepping outside of their own frame of reference, stars ensure that their contributions align with real-world needs and strategic goals.

Contrary to common assumptions, followership also plays a crucial role in workplace success. Since the majority of professional life involves following rather than leading, the quality of one’s followership has a major impact on results. Kelley emphasizes that effective followers are not passive. Instead, they are independent thinkers who actively engage in advancing team and organizational goals. They balance loyalty with critical thinking, knowing when to support leaders and when to question them constructively. Such followers take initiative within their roles, build credibility through competence, and maintain humility to work cooperatively. By treating followership as a deliberate, strategic skill, stars turn what is often dismissed as secondary into a powerful career advantage.

Closely tied to this is the concept of 'small-l leadership.' Unlike the stereotypical big-L leader - the charismatic executive commanding from above - small-l leaders exercise influence informally, often without a title or official authority. They earn trust through expertise, demonstrate genuine care for colleagues, and take responsibility for unglamorous tasks that keep projects moving. By stepping up in ways that matter most to their teams, they make themselves indispensable without seeking the spotlight. This form of leadership is accessible to anyone, regardless of rank, and proves especially valuable in knowledge-based workplaces where collaboration and adaptability outweigh hierarchical command.

Teamwork, another dimension of star performance, is approached with discernment. Many workplaces glorify teamwork while failing to equip employees with collaboration skills, leading to endless, unproductive meetings. Stars recognize that not every project requires a team and evaluate carefully before committing. When they do participate, they ensure clarity of purpose, keep discussions on track, and balance individual accountability with collective success. They amplify quieter voices, share credit generously, and align their contributions with the group’s mission. By doing so, they transform teams from potential time drains into engines of progress.

Understanding organizational dynamics is also essential. Technical ability or hard work alone is not enough if an employee cannot navigate the informal structures of influence that shape promotions and project success. Every workplace has both a formal hierarchy and a hidden network of power and decision-making. Star performers study both, identifying who truly holds influence and building productive relationships across departments. They learn the unwritten rules of timing, communication, and access. This organizational savvy allows them to position their ideas effectively, avoid unnecessary conflicts, and advance initiatives that matter.

Finally, the ability to present one’s work convincingly often determines whether it gains traction. Many brilliant contributions are overlooked because they are poorly communicated. Star performers adapt their message to their audience, frame their ideas in stories rather than data alone, and deliver presentations that highlight impact and relevance. For those uncomfortable with public speaking, partnering with skilled communicators ensures their ideas still reach the right ears. In all cases, stars understand that ideas only matter if they are shared in a way that others can understand, support, and act upon.

Taken together, these nine strategies reveal a holistic model of star performance. None of them require superhuman intelligence or charisma. Instead, they demand awareness, intentionality, and consistent practice. Initiative, networking, self-management, perspective-taking, followership, small-l leadership, teamwork, organizational savvy, and presentation skills form a toolkit that anyone can apply to transform their career trajectory.

The 9 breakthrough strategies are:

1. Taking Initiative : Stars don’t just do what they’re told; they anticipate problems, propose solutions, and take ownership without waiting for permission.

2. Networking : They actively build relationships inside and outside their organization, creating a web of connections that helps them get resources, information, and opportunities.

3. Self-Management : They manage their time, energy, and priorities effectively. They don’t rely on bosses to set direction; they regulate themselves.

4. Perspective : They see the big picture, understanding how their work fits into the organization’s goals. They align daily tasks with strategic outcomes.

5. Followership : Stars know how to work well with leaders. They support their managers, complement their strengths, and sometimes even manage upward.

6. Teamwork : They collaborate effectively, adapt to group dynamics, and make others better by elevating collective performance.

7. Leadership : Even without formal authority, they step up to guide, motivate, and inspire. They lead through influence rather than position.

8. Organizational Savvy : Stars understand power dynamics, informal rules, and workplace culture. They know how to navigate politics without being manipulative.

9. Show-and-Tell (Presentation Skills) : They communicate ideas clearly and persuasively—whether in meetings, written reports, or informal conversations—making their contributions visible and valued.

In conclusion, "How to Be a Star at Work" by Robert E. Kelley demonstrates that the path to success is not about being born with extraordinary gifts but about learning and applying proven strategies that create real value. The most successful employees are not necessarily the most talented but those who consistently work in ways that multiply their impact, strengthen their networks, and align with organizational needs. By mastering these nine strategies, anyone can move from being an average performer to a recognized star, gaining both the satisfaction of meaningful contribution and the rewards of professional advancement.

[Bickety Bam · Rating 5 out of 5]

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.

[BookAddict ✒ La Crimson Femme · Rating 3 out of 5]

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.

[Maxine Madison · Rating 5 out of 5]

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.

[Javier Sastre · Rating 5 out of 5]

Muy buen libro para poner en marcha habilidades y comportamientos clave para ser verdaderamente productivo y destacar en el entorno laboral. Aunque también te tiene que gustar leer sobre ello (disclaimer)
Por mi experiencia con decenas de empresas y centenares de trabajadores estoy de acuerdo con la mayor parte de lo que se dice en él, aunque algunos lo tachen de obsoleto. Yo no lo veo así y los ejemplos de casos reales que pone, aunque evidentemente son de hace unos cuantos años, no hay que tener mucha imaginación ni habilidad para trasladarlos al momento actual. Todos ellos. Porque pueden cambiar las tecnologías y las modas de gestión, pero muy poco o nada los comportamientos de las personas .
Es verdad que el autor se vende muy bien, pero hay que decir que se lo ha ganado: en una época donde el downsizing (reducciones de plantilla, hacer más con menos, etc) imperaba a su anchas haciendo auténticos destrozos en las empresas, como consecuencia de una mal entendida (hasta por sus progenitores) reingenieria de procesos, el autor apostaba por que las empresas invirtieran en contratar más trabajadores del conocimiento y convirtieran, adaptando las estrategias propuestas en el libro, al mayor número de ellos en estrellas de la productividad (estas estrategias buscan que el trabajador que las aplique llegue a ser entre 10 y 20 veces más productivo que el trabajador promedio)
Hoy está en boga en los todos los departamentos de Recursos Humanos de cualquier empresa contratar más por la actitud de las personas que por el conocimiento técnico, pues bien aquí hay un buen número de actitudes, habilidades y comportamientos, muy concretos, en los que se podrían basar para aumentar su efectividad.

[Andrew · Rating 2 out of 5]

Unless you’re a complete idiot, you already know everything in this book. I learned just as much from the table of contents as I did from the rest of the book. The whole thing should have been simplified to a list of bullet points to save everyone time. I pity the trees that died for this. The only reason I’m giving this an extra star is because of the possibility that it just might not be my genre.

[Avi-Gil · Rating 5 out of 5]

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.)

[Roberto Abreu]

Good strategies to increase performance and impact in our organizations.

[Umalkhayer · Rating 4 out of 5]

I need

[Joe · Rating 4 out of 5]

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”.

[Ashley Williams · Rating 4 out of 5]

This book was a little hard to read at times due to being dry, but there was a lot of really great changes to incorporate into my lifestyle that I believe will make a difference!

[Temeika B · Rating 1 out of 5]

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.

[Allen Jr. · Rating 4 out of 5]

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.

[Ray · Rating 4 out of 5]

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.

[Carlos · Rating 4 out of 5]

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.

[Barry Davis · Rating 5 out of 5]

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.

[Judy · Rating 4 out of 5]

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.

[Susan · Rating 5 out of 5]

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!

[Nicole · Rating 2 out of 5]

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.

[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.

[Rhett · Rating 3 out of 5]

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.

[Lamec Mariita · Rating 4 out of 5]

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.

[Tori Carner · Rating 4 out of 5]

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.

[Todd · Rating 5 out of 5]

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

[Lori Grant · Rating 5 out of 5]

A must-read book on career development.

[J]

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

[Gamal elneel · Rating 3 out of 5]

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