Member since November 2025
Anne Frewin is a speaker, coach, facilitator, and Chief Engagement Architect at Employee Centric Leadership, LLC. With more than 15 years implementing Lean principles across healthcare, biomedical, manufacturing, and professional services, she has seen firsthand how leadership behaviors shape the environment - for better or worse. Frewin translates that conviction into practice through her proprietary LEAD Mindset Model - Lead with Courage, Embody Trust, Anchor with Clarity, and Drive Improvement - giving leaders a clear path from intention to action. She holds dual Master's degrees in Organizational Leadership and Healthcare Administration.
What drives Anne is her unwavering belief in the potential of people when they are engaged and empowered. She is passionate about creating environments where employees feel valued and motivated and are energized to be the best version of themselves, leading to enhanced productivity and innovation. This commitment to nurturing talent and promoting Lean thinking is at the core of her work.
Think back to the day you started in your current company. What were you thinking? How were you feeling? Most of us come to our first day excited, ready to show what we know, ready to learn from our peers. We want to be here. We want to do our best work and give our all to this role. And then we go to Day 1 onboarding. What was that experience like? How did it portray the culture of the organization? So many companies identify their Onboarding program as an opportunity for improvement but it's rarely one of the top priorities. As the new employee continues their experience, the systems they work in don't support them but rather often work against them. Day after day, the employee's engagement decreases. Not because they no longer care but because they aren't supported by their leaders and the systems in place. 70% of the gap between engaged and disengaged employees is due to how the managers lead.
Anne's journey into the world of employee engagement and leadership development grew out of her work implementing Lean thinking in various organizations. She saw the greatest impact came, not from leading improvement projects but from the learning the participants engaged in. Through 1:1 coaching and leadership training, she watched leaders build their employees up instead of shutting them down. Over the years, she has cultivated her expertise by working in various roles that required her to not only implement Lean practices but also to develop leaders at various levels to be coaches themselves and create cultures where employees are engaged and thrive.
Anne's humor kept me focused on the task at hand... (she) still taught me so much that I can apply to everyday life at work. -Nursing Leader, Long Term Care
Anne is a wonderful facilitator, keeping the room engaged and active throughout - manages time well and keeps conversations flowing. - First Atlantic Healthcare workshop attendee
The session flowed well and Anne did an amazing job keeping us engaged and getting us to participate. - Women Standing Together Intensive attendee
69% of employees are not engaged or disengaged and 70% of team engagement is determined by the manager. That gap has a name: leadership behavior. And it's the single greatest lever available to any organization.
This session makes the case that leadership behavior is the single greatest lever available to any organization, and that every moment of the employee experience either drives engagement or drains it. Drawing on Lean principles and more than 15 years of leadership coaching experience, Anne Frewin, Chief Engagement Architect at Employee Centric Leadership, LLC, introduces the LEAD Mindset Model: four mindsets that shift leaders from telling people what to do to creating psychologically safe environments where teams thrive, problems surface early, and improvement becomes part of the culture.
Whether you're a frontline manager or a senior leader, this session challenges you to examine the signals you send every day - in how you respond to problems, how you show up for your team, how you communicate priorities, and whether you're creating the conditions for people to do their best work.
Attendees leave with a clear picture of what employee-centric leadership looks like in practice, and at least one concrete behavior to start applying immediately.
The bottom line: improvement efforts don't fail because teams lack capability. They fail because leaders haven't built the environment to support them.
Have you ever seen a well-intended change effort stall—or fail—despite careful planning? Leaders push for results, but employees respond with resistance, frustration, or anxiety. Sound familiar?
The truth is, most change initiatives struggle not because of poor strategy, but because the human experience is overlooked. In this session, we’ll explore organizational change through the eyes of employees and examine the key elements required for change to succeed. Participants will learn why resistance shows up, what creates anxiety during change, and how missing elements lead to false starts.
We’ll also dive into the critical role of communication—both telling and listening—and how intentional communication plans before, during, and after change help employees feel informed, included, and supported. Attendees will leave with practical insights to strengthen change readiness, improve communication, and help leaders guide change that actually sticks.
This session addresses how leaders navigate change by creating clarity, building trust, and sustaining alignment while work continues. Participants learn how leadership behaviors and communication practices reduce resistance, address uncertainty, and improve adoption during organizational change.
I help organizations achieve higher productivity and profitability by equipping leaders with behaviors and systems to create engaged, high-performing teams
Send QueryThink back to the day you started in your current company. What were you thinking? How were you feeling? Most of us come to our first day excited, ready to show what we know, ready to learn from our peers. We want to be here. We want to do our best work and give our all to this role. And then we go to Day 1 onboarding. What was that experience like? How did it portray the culture of the organization? So many companies identify their Onboarding program as an opportunity for improvement but it's rarely one of the top priorities. As the new employee continues their experience, the systems they work in don't support them but rather often work against them. Day after day, the employee's engagement decreases. Not because they no longer care but because they aren't supported by their leaders and the systems in place. 70% of the gap between engaged and disengaged employees is due to how the managers lead.
Anne's journey into the world of employee engagement and leadership development grew out of her work implementing Lean thinking in various organizations. She saw the greatest impact came, not from leading improvement projects but from the learning the participants engaged in. Through 1:1 coaching and leadership training, she watched leaders build their employees up instead of shutting them down. Over the years, she has cultivated her expertise by working in various roles that required her to not only implement Lean practices but also to develop leaders at various levels to be coaches themselves and create cultures where employees are engaged and thrive.
Anne's humor kept me focused on the task at hand... (she) still taught me so much that I can apply to everyday life at work. -Nursing Leader, Long Term Care
Anne is a wonderful facilitator, keeping the room engaged and active throughout - manages time well and keeps conversations flowing. - First Atlantic Healthcare workshop attendee
The session flowed well and Anne did an amazing job keeping us engaged and getting us to participate. - Women Standing Together Intensive attendee
69% of employees are not engaged or disengaged and 70% of team engagement is determined by the manager. That gap has a name: leadership behavior. And it's the single greatest lever available to any organization.
This session makes the case that leadership behavior is the single greatest lever available to any organization, and that every moment of the employee experience either drives engagement or drains it. Drawing on Lean principles and more than 15 years of leadership coaching experience, Anne Frewin, Chief Engagement Architect at Employee Centric Leadership, LLC, introduces the LEAD Mindset Model: four mindsets that shift leaders from telling people what to do to creating psychologically safe environments where teams thrive, problems surface early, and improvement becomes part of the culture.
Whether you're a frontline manager or a senior leader, this session challenges you to examine the signals you send every day - in how you respond to problems, how you show up for your team, how you communicate priorities, and whether you're creating the conditions for people to do their best work.
Attendees leave with a clear picture of what employee-centric leadership looks like in practice, and at least one concrete behavior to start applying immediately.
The bottom line: improvement efforts don't fail because teams lack capability. They fail because leaders haven't built the environment to support them.
Have you ever seen a well-intended change effort stall—or fail—despite careful planning? Leaders push for results, but employees respond with resistance, frustration, or anxiety. Sound familiar?
The truth is, most change initiatives struggle not because of poor strategy, but because the human experience is overlooked. In this session, we’ll explore organizational change through the eyes of employees and examine the key elements required for change to succeed. Participants will learn why resistance shows up, what creates anxiety during change, and how missing elements lead to false starts.
We’ll also dive into the critical role of communication—both telling and listening—and how intentional communication plans before, during, and after change help employees feel informed, included, and supported. Attendees will leave with practical insights to strengthen change readiness, improve communication, and help leaders guide change that actually sticks.
This session addresses how leaders navigate change by creating clarity, building trust, and sustaining alignment while work continues. Participants learn how leadership behaviors and communication practices reduce resistance, address uncertainty, and improve adoption during organizational change.