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How can managers increase the productivity of professionals when most of their work goes on inside their heads? Robert Kelley and Janet Caplan believe that defining the difference between star performers and average workers is the answer. Many managers assume that top performers are just smarter. But the authors' research at the Bell Laboratories Switching Systems Business Unit (SSBU) has revealed that the real 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. The SSBU training program, known as the Productivity Enhancement Group (PEG), uses an expert model to demystify productivity. The star engineers selected to develop the expert model identified and ranked nine work strategies, such as taking initiative, networking, and self-management. Middle performers were also asked what makes for top-quality work, but their definitions and ranking of the strategies differed significantly from those of the top performers. Taking initiative, for example, meant something very different to an average worker than it did to a star. And for the middle performers, the ability to give good presentations was a core strategy, while it was peripheral for the top engineers. Once PEG got underway, respected engineers ran the training sessions, which included case studies, work-related exercises, and frank discussion. The benefits of the program were striking: participants and managers reported substantial productivity increases in both star and average performers. The PEG program may not be a blueprint for other companies, but its message is clear: managers must focus on people, not on technology, to increase productivity in the knowledge economy.