70% of workers are disengaged from their jobs according to Gallup; that’s a shocking statistic reported in the Blue Ocean Leadership (HBR Classics) that puts on the table the responsibilities of those that are in management positions.

For firms with such a high work disengagement, productivity, reputation, customer service, all go down the drain. Furthermore good employees that do more than their share of work find themselves lost in the group’s deficiencies and in the eyes of the many are equally blamed for the firm’s poor performance. It is for this that all that hold management positions have an obligation to correct this problem and stop turning a blind eye.

Disengagement when left unattended, like a virus, spreads and reduces the power of everything. Leadership/management is pivotal in turning things around; Jack Welch at GE, Alan Mulally at Ford are classic examples of how leadership can overturn a bad status quo. The contrary is true: when engagement is high, the organization works with enhanced power and finds itself on the path of success. People’s behavior will change when they are sensitized through training and know what is expected of them.

Disengagement left as is, is probably an easy choice as it requires no action from the higher-ups, no hard work from anybody. It will, however make deterioration deeper, and in time beyond control, and will eventually raise the question of the responsibilities of those whom the system has entrusted in the organization’s steering positions.

If on the other hand, management takes the initiatives to go to the front, confront problems and correct for deficiencies, the upturn and progress that will ensue will be attributed to the managers and their actions. The company, its employees and the community will [...]