Sigma: Leading With Lean

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Introduction – Why lead with Lean?
According to Gallup’s Global Employee Engagement Survey1 only 13% of employees worldwide are engaged at work. Even more concerning is the revelation that 24% are ‘actively disengaged’, meaning that they are unhappy and unproductive at work and liable to spread negativity amongst their colleagues. Furthermore, according to a report by the Harvard Business Review Analytics Services2, based upon responses from largely Senior Executives, 71% of respondents rank employee engagement as very important to achieving overall organisational success.

This gulf between the state of employee engagement, which is without exception across both industries and cultures, and the recognition by senior leadership of its necessity to drive performance, should be a major concern for any organisation’s leadership and its resolution the most significant executive priority.

The core proposition of this article is that an organisation’s leadership is the main difference between engaged and disengaged people and between a culture of high or mediocre performance; and that Lean Leadership is the most effective methodology to achieve high levels of employee engagement, a high performance organisation and ultimately a Quality Mindset.

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