Bristol Myers Squibb’s Wendy Short Bartie: 5 Ways Empathy Will Affect Your Leadership

An Interview With Cynthia Corsetti

Building trust and loyalty: Building on work-life balance, our lives and commitments outside of the office are a priority. And as a leader, you must know that is true for your team members and be willing to support that. Things like offering flexible work options, helping people find resources if they need them, even just being a supportive colleague, helps to build trust and loyalty. I believe leaders can support their teams in various ways — and that really helps to build those strong relationships and often can lead to team members feeling a strengthened commitment to the team and the company.

Empathy, the ability to understand and share the feelings of another, is increasingly recognized as a pivotal leadership trait. In an ever-evolving business landscape, leaders who exhibit genuine empathy are better equipped to connect, inspire, and drive their teams towards success. But how exactly does empathy shape leadership dynamics? How can it be harnessed to foster stronger relationships, improved decision-making, and a more inclusive work environment? As part of this series, we had the pleasure of interviewing Wendy Short Bartie.

Wendy Short Bartie is the Senior Vice President and General Manager, U.S. Hematology and Oncology at Bristol Myers Squibb (BMS). Throughout her career journey, Wendy’s focus has remained the same — to act as a voice for those with unmet needs and unequal access — first as a public defender, then as a pharmaceutical industry leader. A compassionate and strategic leader, Wendy currently leads a multi-billion-dollar organization within BMS, focused on delivering cutting-edge cancer-fighting therapies to patients. Prior to her current role, she served as the Chief of Staff to the CEO and led the U.S. Oncology division. Prior to joining BMS, Wendy held senior commercial and marketing roles at Merck, Novartis, Johnson & Johnson, Abbott Labs, and other organizations, across a variety of therapeutic areas including oncology, cardiovascular, neuroscience and osteoporosis. Wendy’s outstanding leadership has earned her recommendation by organizations such as the Healthcare Businesswomen’s Association, where she is a current board member, as well as Women Leadership in Oncology, The Conference Board, and BlackDoctors.org. Wendy received her Bachelor of Arts from Clark Atlanta University and her Juris Doctor from Loyola University Chicago, School of Law.

Thank you so much for joining us in this interview series. Before we dive into our discussion about empathy, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?

Thank you for having me. My name is Wendy Short Bartie. I work for Bristol Myers Squibb (BMS), leading the U.S. Hematology and Oncology business. While my role at BMS is what I do, who I am is the daughter of a man who lost his life to prostate cancer 14 years ago. My mother is a two-time breast cancer survivor, and my brother is currently battling prostate cancer. The work that I do is incredibly personal, and it’s become my professional mission to help develop solutions for people and their families to prevail over serious diseases.

I actually started my career as a public defender. I’ve always felt my calling has been to serve and advocate for the people who don’t have a voice. It was my experiences as a public defender that really opened my eyes to some pervasive systemic issues that exist, and the profound impact advocacy and justice can have on these issues.

I viewed the transition from law to healthcare as an opportunity to advocate on an even greater scale by helping to push forward medical innovations that could improve, or even save, lives. This blend of personal motivation and professional experience has defined my path into oncology and hematology, where I feel I can contribute meaningfully to advances in treatment and patient care.

Can you share the most interesting story that happened to you since you started your career?

Working as a public defender can have a negative perception — often, people will have a visceral reaction to the idea of representing someone who has been charged with a crime. But behind every case is a person and a story. Early on as a young attorney, I co-counseled a case with a 26-count indictment. This was a horrible case on paper, but I soon discovered that the situation was not at all what it seemed to be. It turned out to be one unfortunate disagreement that had spiraled into a host of allegations.

That part of my career brought on a lot of interesting life lessons, and every day was a reminder you can’t just take things at face value; you must dig deeper and try to understand a situation before you arrive at a judgment.

What do you think makes your company stand out? Can you share a story?

What I believe truly distinguishes BMS is our focus on putting patients first. Patients are what drive our commitment to pushing the boundaries of science so we can deliver life-changing therapies across the globe. From research and development to how we engage with patient communities and healthcare providers, BMS firmly embraces the idea that it’s not enough to do well as a company; it’s about doing good and making a tangible difference in people’s lives.

I’ve spoken a lot about systemic and structural issues that preclude people from living their best lives. Health equity is an important conversation we are constantly having in the healthcare space when we talk about getting patients access to the care they need, and education is a big way we can start to combat that. It’s a long road, but it’s a start.

‘Standing in the Gaap’ is a program I’m particularly proud of because it aims to narrow the health disparities gap in diagnosis, care and survival rates among African Americans with multiple myeloma. Multiple myeloma isn’t always easy to diagnose, and African Americans are more than twice as likely to be diagnosed compared to white Americans. By producing educational materials and cultivating partnerships with different organizations, the program aims to help spread the word about how multiple myeloma affects African Americans differently, in order to improve the quality of the care they receive.

You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?

1. Integrity — My father was my hero and he instilled in me many of the characteristics that have become cornerstones of my leadership style. He taught me that leadership isn’t just about achieving results but about how people feel in your presence. Throughout my career, I’ve found this advice to be true, especially when making tough decisions. I believe any leader, whether by position or influence, must create an environment where people trust that you’ll do what you say and be clear about saying what you do.
2. Empathy — I’ve always said the biggest disconnect that happens in any relationship is intent versus impact. People tend to focus on their intent but not always on the impact of their decisions. Being empathetic and putting yourself in the role of receivership allows you to think through how your decisions will impact other people. With the recent decisions to restructure our organization, it was important to understand how hard decisions and changes affected others, but to also modulate our approach as leaders to bring our organization along with us in this change journey.
3. Ability to set vision — People look to their leaders to provide direction and purpose. What we do is so incredibly personal and has such a direct impact on people’s lives. It is incumbent on leaders to remind the organization of the greater good we’re trying to serve. That responsibility extends beyond the company to the external marketplace, so they understand what we’re trying to advance as a company, as an industry. This is especially true in the pharmaceutical industry, where there is a major disconnect between how the world views us and who we are. I work with extraordinary teams who are deeply committed to improving quality of life for our patients and saving lives from serious diseases. This often gets lost in the narrative, so we must ensure we are communicating well so people understand the reason for the decisions we make. In general, we are living in an anxious world and a time of great division — it’s important to me that we do not contribute to this unsettled nature of the world but look for ways to help resolve external challenges.

Ok, thank you for that. Let’s now jump to the primary focus of our interview. Let’s begin with a basic definition so that all of us are on the same page. How do you define empathy in a leadership context, and why do you believe it’s a vital trait for leaders to possess in today’s work environment?

I would define empathy as the ability to genuinely understand and share the feelings and perspectives of others. It goes beyond merely recognizing emotions to actively engaging and responding to these emotional cues in a way that fosters trust and open communication. In a leadership context, empathy is seeing the world through your team’s eyes and also feeling what they feel, which is critical for building a supportive and inclusive work environment.

Why is empathy vital for leaders today? We live in an era marked by rapid change and diverse workforces. The challenges we face are not just organizational but personal. Each team member brings their own distinct experiences, values and emotions to the workplace, and leaders must navigate these complexities.

Can you share a personal experience where showing empathy as a leader significantly impacted a situation or relationship in your organization?

One decision I’ve had to navigate in my career involved a need to reinvest money back into the business, and there were two paths to get there — either cut projects or impact people. My direction to my team was to fulfill this ask however we could without impacting people. This meant delaying passion projects or swapping business trips for virtual meetings. It was critical for me to really push our organization to be more thoughtful and efficient about costs while remaining empathetic. At the end of the day, my primary responsibility as a leader is to advance our business objectives but to also advance and protect our people.

How do empathetic leaders strike a balance between understanding their team’s feelings and making tough decisions that might not be universally popular?

Balancing empathy with tough decision-making involves clear and active communication about the reasons behind decisions and ensuring these decisions align with the organization’s goals while taking into account the team’s perspectives and feelings.

How would you differentiate between empathy and sympathy in leadership? Why is it important for leaders to distinguish between the two?

Sympathy is about acknowledging someone’s feelings — saying, “I feel sorry for you” — whereas empathy is putting yourself in their shoes and saying, “I understand your emotion.” I believe most people would prefer an empathetic leader over a sympathetic leader — they don’t want someone who simply feels sorry for them, but someone who will think through why they might be feeling this way. Empathetic leaders place themselves in the role of receivership and think through how their decisions may impact someone else. This is important as understanding a person’s feelings from their perspective allows leaders to not only understand the root cause of an issue but also better identify solutions to help meet a person or team’s needs.

What are some practical strategies or exercises that leaders can employ to cultivate and enhance their empathetic skills?

First: I think active listening is critical. It’s how we better understand each other and also helps people know they are being heard. To do this well, it requires being fully present and engaged. For example, I try to limit my cell phone usage in meetings or keep my cell phone tucked away entirely. I know that isn’t always possible, but I think limiting distractions is important for people to know they have my full attention.

Second: I think seeking regular feedback from peers and from teams is so important. Constructive and respectful feedback is how we continue to grow personally and professionally. Some of the most pinnacle points in my career have come from taking feedback to heart and implementing that feedback effectively.

How can empathy help leaders navigate the complexities of leading diverse teams and ensure inclusivity?

We spend a great deal of time at our jobs, so team culture and an inclusive environment are non-negotiable. It’s something that leaders play an important role in developing, and leading with empathy can help foster that. By understanding the diverse perspectives and emotional experiences of team members, empathetic leaders can make more informed decisions, so team members feel valued, respected, and heard. Empathy helps build trust, which fosters a more collaborative and supportive work environment.

Based on your experience and research, can you please share “5 Ways Empathy Will Affect Your Leadership”?

• Understanding team needs and delivering solutions: One experience that continues to influence how I think about my team is the COVID-19 pandemic. It really laid bare the opportunity for leaders to be more empathetic. A few months into working at home, people and organizations were filling every hour of the day with meetings. I saw my team at that time struggling with the adjustment and I started putting rules into place I thought could help based on what I was seeing — no meetings after 4pm, regular check-ins, virtual parties where we played games online with each other. Empathy really allowed us to navigate that difficult time.
• Creating space for others to express their feelings: I believe it is important to recognize we’re all people in different places on a change journey. We cannot have an expectation that everyone is experiencing the workplace in the same way. With this in mind, I am thoughtful about taking a step back and doing check-ins with people to make sure they’re okay. It helps my team feel heard and gives me visibility into the areas where I can offer more support.
• Being mindful of work-life balance: People are whole persons, and the sum of their existence is not what they do in the workplace from 9–5. When I engage my team, I try to be thoughtful about when I’m reaching out and how it may impact them outside of the workplace. For example, I make sure not to send late night emails. I know that, despite assuring people they don’t need to respond, they will still feel the pressure to do so.
• Building trust and loyalty: Building on work-life balance, our lives and commitments outside of the office are a priority. And as a leader, you must know that is true for your team members and be willing to support that. Things like offering flexible work options, helping people find resources if they need them, even just being a supportive colleague, helps to build trust and loyalty. I believe leaders can support their teams in various ways — and that really helps to build those strong relationships and often can lead to team members feeling a strengthened commitment to the team and the company.
• Improving team morale and motivation: It’s important to feel like you’re supported by your colleagues, your leaders, and your organization. Recognizing and celebrating personal milestones or acknowledging individual challenges is something I truly believe in, and it’s something we focus on at BMS. It’s a good habit. Little things can go a long way — it doesn’t always have to be something huge. People want and deserve to know that their work and time is valued and appreciated.

Are there potential pitfalls or challenges associated with being an empathetic leader? How can these be addressed?

Being an empathetic leader is deeply fulfilling but also comes with its challenges. I think when you are truly empathetic you can experience some emotional fatigue. As a leader, there are many things I’m thinking about that go beyond my day-to-day; I’m thinking about the people on my teams, their experiences and roles — and I’m also thinking about all the work we’re trying to accomplish. The work we do can have a profound impact on so many people and that is also on my mind. I try to really give myself space — and grace — where I can. And that’s what I ask of my teams. Give yourself space and grace when you can.

Off-topic, but I’m curious. As someone steering the ship, what thoughts or concerns often keep you awake at night? How do those thoughts influence your daily decision-making process?

One of my primary concerns that keeps me up at night is the reality that your zip code can be a greater determinant of your health outcome than your genetic code. As I mentioned earlier, health equity is a prominent focus of my work, largely due to the patient experiences of my mother and father, which taught me the importance of quality access to healthcare. My mother is a two-time breast cancer survivor. She had the benefit of early detection, caught both cancers early, and was able to be treated. I lost my father to prostate cancer, which has high incidence and mortality rates in Black men. My father had the benefit of receiving state-of-the-art oncology care and participating in a clinical trial. I lost him knowing we did everything we could to save his life. To know there are people who do not have access to such quality care is what keeps me up at night — knowing there are people who are unaware of clinical trial options or do not get appropriate screening, who live in food deserts or cannot take off work to go to the doctor. We as an industry and a society must play a stronger role in addressing this problem.

You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. :-)

If I could start a movement, it would be an anti “-ism” movement. Fill in the blank for the -ism: sexism, racism, ageism, ableism. It would focus on removing bias and prejudice in the world. As the mother of a 16-year-old, I want her to grow up in the best possible world, and we’re living in a society of so much judgment and division. An anti “-ism” movement would seek to get rid of that.

How can our readers further follow you online?

Follow me on LinkedIn, where I regularly share my thoughts and updates on our work at BMS.

Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!

About the Interviewer: Cynthia Corsetti is an esteemed executive coach with over two decades in corporate leadership and 11 years in executive coaching. Author of the upcoming book, “Dark Drivers,” she guides high-performing professionals and Fortune 500 firms to recognize and manage underlying influences affecting their leadership. Beyond individual coaching, Cynthia offers a 6-month executive transition program and partners with organizations to nurture the next wave of leadership excellence.