Employee engagement has surpassed the status of a simple organizational climate indicator and has become a strategic differentiator. According to Alexandre Slivnik, a service excellence expert and vice president of the Brazilian Association for Training and Development (ABTD), inspiring teams demands more than motivational campaigns: it requires present leadership, clear communication, and a culture that values each professional’s purpose.
“An engaged team doesn’t happen by chance. It’s the result of an environment where employees feel they belong, where their voice matters, and where their efforts have a real impact,” says Slivnik. With over 20 years of experience in leadership and customer delight, the expert has worked with companies seeking to transform their teams’ performance through methodologies inspired by benchmark organizations like Disney, Universal, and Apple.
Gallup data shows that teams with high engagement levels are 21% more productive and experience up to 59% less turnover. This direct impact on operational performance reinforces that engagement is not solely the responsibility of the Human Resources department but of the entire leadership. For Slivnik, when leaders act as agents of inspiration and active listening, teams respond with greater collaboration, creativity, and loyalty.
Among the pillars of engagement, the expert highlights internal communication as a decisive tool. According to him, transparency in decisions, aligned expectations, and an open space for suggestions create an atmosphere of trust. “People don’t engage when they don’t know where the company is heading. Leaders must translate strategy into daily actions and connect collective goals to individual targets,” he explains.
Another key element, according to Slivnik, is consistent recognition. It’s not just about awards and bonuses but daily practices that reinforce the value of individual contributions. “A simple, targeted compliment can have more impact than a bonus. Employees want to know they’re on the right path, and it’s the leader’s role to signal this clearly,” he says.
Additionally, he emphasizes that the work environment must foster development. Companies that encourage continuous learning, leadership, and innovation tend to cultivate professionals more committed to results. “Engagement arises when employees understand that growing in the company also means growing as individuals. This only happens where there’s room for ideas, exchange, and productive mistakes.”
Slivnik also warns against superficial engagement initiatives, like one-off events or motivational speeches disconnected from practice. For him, the alignment between leadership’s words and actions is what sustains trust. “It’s no use saying employees matter while ignoring their suggestions. Engagement demands truth, consistency, and real presence in the team’s daily life.”
During his international immersions with Brazilian leaders, he observes that globally admired companies share a common trait: they place employees at the heart of the experience, just as they do with customers. “The logic is simple: if the team is delighted, customers feel it. And this translates into results.”
To build an environment of genuine engagement, Slivnik recommends five practices: clearly aligning expectations, frequently recognizing achievements, encouraging continuous learning, listening attentively, and communicating authentically. “There’s no magic formula. What exists is consistency. When leaders inspire by example and nurture human relationships, the results show in the team’s performance,” he concludes.
