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Essay / Research Paper Abstract
(7 pp.). According to the How to Be a Star at
Work book by Robert E. Kelley (1999), "The key to
being a star performer is not brain capacity or
personality, but rather an ability to function in
the workplace using the author's nine strategies.
These strategies are initiative, networking,
self-management, perspective, followership,
leadership, teamwork, organizational savvy, and the
ability to persuade the right audience with the
right message. The author will examine that book
and its message.
Page Count:
7 pages (~225 words per page)
File: D0_BBstrwrk.doc.
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Unformatted sample text from the term paper:
networking, self-management, perspective, followership, leadership, teamwork, organizational savvy, and the ability to persuade the right audience with the right message. The author will examine that book and its message.
BBstrwrk.doc. HOW TO BE A STAR AT WORK Written by B. Bryan Babcock for the Paperstore, Inc., March 2001 Introduction According to the How to
Be a Star at Work book by Robert E. Kelley (1999), "The key to being a star performer is not brain capacity or personality, but rather an ability to function
in the workplace using the authors nine strategies. These strategies are initiative, networking, self-management, perspective, followership, leadership, teamwork, organizational savvy, and the ability to persuade the right audience with the
right message. The author will examine that book and its message. Stars are made not born When Robert Kelley is asked, "Ok - what makes a star?" He
answers a question with a question. He asks that person - or you or me - who do we know that we think are stars at work now?
And then how do they compare to some, rather "ho-hum" workers? It is Kelleys first thought, that people have a lot of misconceptions about how some one is "a
star at work." Kelleys research with Bell Labs discovered that workers and bosses often did not even have the same "idea" of who the "star (s) of the group
was. Management listed a few people they would turn to - or as the question was posed -who would you hire for your own company? The same question
was put to staff, and amazingly enough -each list had different people on it. As Kelley and his co-workers narrowed the control group, "stars" were on both the management and
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