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Everyday thousands of Iraqis queue up at the passport office in the capital, hoping to get away from President Saddam Hussein's dictatorship and growing economic pain. One day Saddam went for a drive. Seeing the long line outside the passport office, he tells his chauffeur, "Stop the car; I want to talk to these people." By the time he alights from his limo, the passport seekers have vanished. "What happened? Where are they?" Saddam demands. A bodyguard explains: "Mr. President, when they heard you were applying for a passport to leave the country, they decided to stay after all."

"Read my ears." George W. Bush, son of former U.S. president George Bush, pleading not to raise taxes should he be elected governor of Texas. (Read my lips.)

No one should contemplate force here. Bill Cliton, U.S. President, on mounting tension across the Taiwan Strait
Our most serious problem, security, would be solved. Paul Chou, Taiwanese pro-statehood advocate, proposing that the U.S. make Taiwan its 51st state


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You cannot learn to swim without entering water. You cannot learn English without entering a world of English.


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The stars were not standouts because of what they had in their head but because of how they used what they had.
Stars are made, not born.


Nine work strategies: 1. Blazing trails () 2. Knowing who knows () 3. Proactive self-management () 4. Getting the big picture () 5. The right kind of followership () 6. Teamwork as joint ownership of a project ( ) 7. Small-l leadership () 8. Street smarts () 9. Show and tell ()


1. Blazing trails ()
Seeking out responsibility above and beyond job description, while completing your core assignment
undertaking extra efforts for the benefit of coworkers or the larger group

stepping willingly into gaps between job descriptions where important work often pops up
sticking tenaciously to an idea or project and following it through to successful implementation


2. Knowing who knows ()

The information overload of todays society means that few people know all they need to know to get their jobs done. They know maybe 50-80 percent, and until they can make up the deficit, they are stuck.
What helps the stars get unstuck is effective networking.


3. Proactive self-management () Average performers believe self-management means managing time and projects better. Star producers know that much more than time or project management is at stake.

Proactively create opportunities, direct work choices, perform extra well on the job, and carve out a career path.


4. Getting the big picture ()

Average performers suffer from tunnel vision. They see the world form their viewpoint only and keep pushing the same points over and over again.
Stars, in contrast, step outside their own viewpoint and adopt a variety of perspectives: How do my customers think about this? What do my competitors think? How about my colleagues? What about top management or the shareholders?


5. The right kind of followership () Average performers believe that followership means showing managers and co-workers that they know how to toe the line, take orders without question, and not threaten the leader. Star followers support the leader by alerting him or her to trouble spots, by serving as a thoughtful sounding board, or by challenging the leaders decisions.


6. Teamwork as joint ownership of a project ()
Average performers think teamwork means working cooperatively with others on a project or problem and doing your part on the team. Star producers take it to a higher level. They are helping everyone feel part of the team, dealing with conflict, and assisting others in solving problems.


7. Small-l leadership ()
The big secret from our star performers is their refusal to assume they know everything about other people.

Make a habit of asking first, even when they think they already know.


8. Street smarts () Any large organization has legitimate competing interests. Organizational savvy enables them to steer their way amid these clashes, to promote cooperation, address conflicts, and get things done. It can involve expertise in managing individual or group dynamics, understanding when to avoid conflicts and when to meet them head on, and knowing how to make allies out of potential enemies.


9. Show and tell () Average performers think Show-and-Tell means getting noticed by upper management through slick presentations, long-winded memos, and public displays of affection for their own work. They focus primarily on their image and message, not the audience.
Select either the right message for the a particular audience or the right audience for the particular message.

 http://english.ebookboxs.com 1000 ()