Employers must ensure they are walking the talk and being more agile in everything they do.

There's lots of talk these days about the need for companies and their employees to be more "agile," to learn to adapt quickly to changing market conditions and customer demands.

The problem, however, may be that it's the managers who are the ones who are the real sticks in the mud.

For example, there was a story in the Wall Street Journal about how some bosses hoard talent, refusing to let workers move on. The managers hang onto this talent, often refusing to let others join a team of top performers. The problem, of course, is that such a strategy isn't good for an organization and it certainly isn't helping employees develop.

Another report in Harvard Business Review addressed the importance of leaders being both consistent and agile. Too consistent, the article suggests, and you've got a rigid leader. Too agile, and you have a boss who can't focus.

The bottom line is that teams need diversity -- and the management ranks need diversity. That means that organizations need to shake things up once in a while by switching team members in and out of various groups. They can do the same with managers, letting them lead different projects or teams.

Companies that want employees to come up with innovative ideas must make sure that they're not using career development practices that are no longer viable. If they don't want workers to move elsewhere for more opportunities, then employers must ensure they are walking the talk and being more agile in everything they do.