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?”
Articles by Edie Goldberg
Cisco understood that to build management capability for the future, it first needed to understand the business strategy and the implications Cisco’s strategy had on leading and managing people.
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.