Star Performer

This book is a collection of articles on self-growth and career development with the leading feature, How to Become A Star Performer, suggesting ways one can learn and imbibe the trademark qualities associated with star performers towards attaining personal and professional success by making smart choices as well as sustained, incremental changes where necessary.

A practical guide for New Managers to succeed at echelons of the corporate world without attending an expensive workshop with the 5 most essential skills of leadership explained in this book. The book helps new managers build 5 leadership skills and provide helpful, easy to follow tips for improving leadership skills: Effective Communication Adapting for Growth Building a High-Performance Team Strategic Thinking and Planning The Art of Delegation. These tips will help you to succeed as a New Manager and also improve you as a Leader. You can use the tips and techniques given in the book to train and mentor your team.

Most business coaching books take a generic approach, advancing catch-all models and concepts for all employees. But different employee cohorts have different coaching needs! This book addresses a crucial managerial segment, namely; Star Performers – small in number but highly critical to organizational energy, innovation and growth! Highly ambitious, goal orientated and driven they are – on the face of it – relatively easy to read and understand. However Star Performers often hide a dirty little secret! The origins of their success owe more to negative rather than positive drivers. They are (inwardly at least) less resilient than they (outwardly) seem! Fear, paranoia, self-doubt and self-loathing are frequently the negative feelings and motivators that cause Star Performers to over-index, outperforming their competitive set. However – in the end – these drivers can lead to major issues; burn-out, addiction and/or major conflict with other stakeholders. This book explores how coaches can explore the ‘hidden and blind selves’ of Star Performers to reframe these negative drivers into positive forces; enabling Star Performers to add value on a more sustainable basis!

An exciting new Cranium format celebrating the Star Performer in all of us

In every theatrical production, a single indispensable person is responsible for ensuring that scenery, lighting, actors, directors, sound artists are in sync. Stage Manager: the Professional Experience takes the reader through all aspects of the craft of stage management, from prompt books and laptops to relationships and people management. It offers an extensive discussion of what makes a good stage manager, and takes the reader through each phase of a production from getting hired, to auditions and rehearsals, to the run and closing of the show. Using interviews with other professional stage managers, the author provides a practical, experience-based guide for students and aspiring professionals alike. The stage manager's role in each phase of the production is covered in detail. Working relationships, organizational tools, plans, charts, lists and forms, running auditions, cueing, touring, and the stages of rehearsal are just some of the many topics covered. An overview of the stage manager's working week provides a clear view of the many details involved in the smooth running of a production. A comprehensive working vocabulary offers an excellent reference for anyone working or hoping to work in this field.

Blue Boy's rating was high and his fans were loyal to the death--anyone's death! Excerpt Gavir gingerly fitted the round opening in the bottom of the silvery globe over the top of his hairless blue skull. He pulled the globe down until he felt tiny filaments touching his scalp. The tips of the wires were cold. The moderator then said, "Dreaming Through the Universe tonight brings you the first native Martian to appear on the dreamwaves--Gavir of the Desert Men. With him is his guardian, Dr. Malcomb Rice, the noted anthropologist." Then the moderator questioned Malcomb, while Gavir nervously awaited the moment when his thoughts would be transmitted to millions of Earthmen. Malcomb told how he had been struck by Gavir's intelligence and missionary-taught ability to speak Earth's language, and had decided to bring Gavir to Earth. The moderator turned to Gavir. "Are you anxious to get back to Mars?"

Normal 0 false false false EN-SG ZH-CN X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:SimSun; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} EVER WONDER HOW YOU TOO CAN BUILD A HIGH-PERFORMANCE TEAM? What makes one team so much more efficient, effective, collaborative and productive than other teams? What differentiates a high-performance team from a mediocre team? Is it because of the team structure, individual team members, or a great leader? Or is there more than meets the eye? In Hiring for Performance, Steven Lock introduces the CAAPTM Model that goes beyond looking at the traditional hiring criteria of skills, qualifications and experience. Instead, the model focuses on the Culture, Attitude, Aptitude and Personality attributes of a potential hire. By focusing on these specific character attributes during an interview, the model can help you identify and filter out the right candidates from the masses. Developed over 10 years and deployed successfully in Singapore, Malaysia, Thailand, Japan and China, the CAAPTM Model will boost your chances of finding the right individuals to build high-performance teams.

Organizations of all sizes face the challenge of accurately and fairly evaluating performance in the workplace. Performance Appraisal and Management distills the best available research and translates those findings into practical, concrete strategies. This text explores common obstacles and why certain performance appraisal methods often fail. Using a strategic, evidence-based approach, the authors outline best practices for avoiding common pitfalls and help organizations achieve their maximum potential. Cases, exercises, and spotlight boxes on timely issues like cyberbullying in the workplace and appraising team performance provides readers with opportunities to hone their critical thinking and decision-making skills.