Beth Axelrod is a principal, Helen Handfield-Jones is a senior practice expert, and Ed Michaels is a retired director at McKinsey & Company, the famous management-consultancy firm. They are the authors of 'The War for Talent' (2001).

This article, published in the Harvard Business Review in January 2002, reports on the authors' research into building a pool of managerial talent: "How do the high-performing businesses do it?" According to the authors, these organizations use an approach which the authors term an "iron hand in a velvet glove". The "C" in the title refers to an individual's performance in a given job. Most organizations fail to deal with these C performers, but the organizations that move more aggressively on low performers can prosper. The authors discuss the benefits of improving or removing low performers. This is followed by a discussion of the iron hand in a velvet glove-approach: "a rigorous, disciplined process for dealing with low performers that also treats each individual with fairness and respect." This process requires three steps: (1) Identification of C performers; (2) Explicit action plans for each C performer; and (3) Managers accountability. These steps should be carried out through a review process, which top management should conduct at least once a year. The authors recognize that this process should be fair and respectful. And this is where the "velvet glove" comes in. Senior management needs to deliver candid feedback along the way, offer instructive coaching, and give C performers generous support. However, the authors also recognize that in certain cases the C performer needs to be fired with dignity. They advise organizations to start this approach at senior-management level and than work down to the next 200 to 350 managers.

This article reports on a process which was originally introduced by General Electric's Jack Welch. Through either developing or removing C performers, organizations can lift their performances and standards. This article is certainly very relevant, especially in times of downsizing. It discusses the process of measuring individual performance and acting on that performance. This might mean taking firm action. I recommended this article to senior managers. The article is written in simple business US-English.

DO NOT BE FOOLED. Those of Bridget fans waiting for the next installment. . . this isn't it, nor is it a springboard for what is to come. It won't tide you over to the next book. It is silly. A waste of paper and effort (v.b). Honestly. Love Bridget. Love Helen. D.N. love this book.

Being former Singleton & big fan of Bridget Jones' Diary (book & movie...oooh, Mr. Darcy!), I bought this "Guide to Life" hoping for another gem. Humph. The best section is entitled "The Art of Conversation" & it covers about 2 pages. Is mostly gobble-de-gook & lame B&W pictures of getting mold off cheese & how to order pizza. (what Singleton doesn't already have these down pat?)
Good thing about book: Hurrah, is only 55 pages & will be over soon!

Don't be fooled! This is not a sequel to The Edge of Reason. It's just a self help book but since this is Bridget Jones it's hardly serious. I liked this book. It was very amusing for the 10 minutes it took to read through it. Unfortunately, a lot of the book just rehashes what happened in the other two books. There is some new material however. I especially enjoyed the instructional photographs. My favorite part of the book is the section on the game "Shag, marry or push off a cliff," which I've become addicted to playing. This book is a must read for Bridget Jones fans but it's not really worth buying.