8 Steps to High Performance: Focus On What You Can Change (Ignore the Rest)

This book didn’t inspire me to want to be happy, but it did give me a roadmap for how to go about it in light of research demonstrating that relationships are key to happiness. Reading Eric Barker is like having a really good conversation with a humorous friend who is blowing your mind with amazing new information. Yes, occasionally the book seemed more like an encyclopedia with detailed information about situations that weren’t relevant to me, but it was easy to breeze through those and focus on the wealth of other definitely relevant information. Reading this book was fun and educational. It has inspired me to focus on my relationships in a new way and has given me insight on how to tweak how I’m doing that. I highly recommend this book!

Once again, Marc delivers a fantastic resource to the masses. He researches all his topics thoroughly and uses that research to make simple, practical suggestions for improving one's performance. He also provides simple tools to aid the reader in their quest for high performance. I've read Marc's first book, One Page Talent Management, and have use his insights throughout my career. I intend to use Marc's new book in our Leadership Development programs. Thanks again Marc!

I wish I’d read this when I started my corporate career. Good, practical, no BS approach to what it takes to be a high performer. Wondering how to stand out? Read this book and do what it says.

Effron is top thought leader in the human resources space. With 8 Steps he supplies practical advice that can be applied to improve the workplace, achieve greater success and make a positive difference. There is valuable information here that can be used right now by everyone.

Very good book, well grounded. Perhaps the terminology in step 6 is not the best (Fake it). I'd have rather a better term such as "adapting your behavior" instead of faking your behavior.

Very pragmatic guide for achieving and sustaining high performance. Offers great insight for those aspiring to elevate their contribution and continue to grow and develop in their careers. A quick read with user-friendly self-reflective exercises along the way, allowing one to build a personal game plan for long lasting success.

In a previous book co-authored with Miriam Ort, One Page Talent Management (2010), Marc Effron explains how almost any organization -- whatever its size and nature may be -- can use a three-step process by which to increase value while reducing complexity of talent practices by integrating behavioral science, simplicity, accountability, and transparency within those practices. This process is eminently sensible but, of course, its effectiveness depends almost entirely on how well it is planned, executed, and then sustained by those who adopt it. Effron and Ort duly note, "Because talent practices work only if they are implemented, ensuring successful implementation must be a primary goal."In 8 Steps to High Performance, Effron explains how almost anyone can accelerate their personal, growth and professional development by using an eight-step process. Again, how effective the process proves to be depends almost entirely on how well it is used by an individual. Each step has a specific strategic objective:1. Set goals that create higher performance2. Identify which behaviors predict higher performance in different situations3. Determine how to grow more quickly the most important capabilities4. Know with whom to connect...and why5. Understand and adapt to your organization's strategy6. Know when you shouldn't be the "genuine you"7. Meanwhile, manage physical health to sustain performance8. Eliminate all distractions in order to focus on what must be done and how best to do itObviously, compiling a list of steps is far easier than completing each of them. Hence the importance of the abundance of information, insights, and counsel that Effron provides. He devotes a separate chapter to each of the eight steps, explaining the "practical tools" needed. Readers will appreciate the "Remember and Apply" section at the conclusion of each chapter. This material reviews key points, cites relevant science, and suggests what should be done or at least attempted. I strongly recommend highlighting while reading this book as well as keeping a lined notebook near at hand in which to record comments, concerns, questions, issues, and page references.The book's subtitle recommends focusing on what can be changed. My own preference would be to focus on [begin italics] what can be improved [end italics] with regard to what you do and how you do it. Toyota popularized the term kaizen, continuous improvement. It is a never-ending process even as specific goals are set and then achbieved. So, think of you career as a work in progress, an on-going journey. Think of Marc Effron is your mentor and travel agent, to be sure, but also as your tour guide each step of the way.Bon voyage!

Keep aside all the BS book on leadership, career management, EQ, Grit, Growth Mindset, and all that BS. Buy this succint and well written book. Very very useful, to the point and actionable book.

The book makes a lot of promises at the beginning.But, fails to deliver any concrete actions to improve performance in the first place.My definition of performance is the process of producing highest output to lowest input. I.e. increasing productive with increasing outcome. However, Author's definition seems mainly only around doing well in corporate world where nearly 3 chapters focus around how to align with your boss/manager/supervisor to perform well.There is also one chapter dedicated to impact of fitness on performance where the chapter concludes that fitness has no impact on improving performance except ensuring minimum number of hours to sleep. So you can imagine one chapter lost under the mist among the 8 chapters.There is a tool kit associated with the book available online. That toolkit is more useful compared the book itself.I did not find any value in the book especially for the price. However, I am rating 3 - let us assume I just could not understand the author's perspective :)Regards,Ankur