After seeing the results of company research, members of the leadership team at Bristol-Myers Squibb decided to define what it means to be a great leader in the organization, and to give employees tools to build their skills. This has led to the development of a program, “What Do Great Managers Do at Bristol-Myers Squibb?”
An emerging trend spells trouble for organizations: Today’s managers are also individual contributors and they spend more of their time doing their “real” jobs—technical aspects of their positions--than they actually spend managing their employees. This behavior poses a problem because today’s employees want more from their managers and workplaces, not less. And they are willing to walk out of your workplace if they don’t get it.