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The authors believe that defining the difference between star performers and average workers is the way to increase the productivity of knowledge professionals. The authors' research at the Bell Laboratories Switching Systems Business Unit (SSBU) has revealed that the difference between stars and average workers is not IQ but the ways top performers do their jobs. Their study has led to a training program based on the strategies of star performers. Once the SSBU training program, known as the Productivity Enhancement Group, got underway, respected engineers ran the training session, which included case studies, work-related exercises, and frank discussion. Participants and managers reported substantial productivity increases in both star and average performers.

Leaders and followers are often the same people, since most managers have both bosses and subordinates. But while companies often nurture leadership skills, they ignore good followership skills. Four steps that can develop good followers are: 1) redefining followership and leadership roles as equal but different activities, 2) teaching the skills that make effective followers, 3) carrying out performance evaluation on the basis of followership capacities, and 4) building organizational structures (like leaderless groups and rotating leadership assignments) that encourage followership.