Engagement that transforms: how to align purpose, communication, and performance

Employee engagement has surpassed the status of a simple indicator of organizational climate and has come to be treated as a strategic differential.For Alexandre Slivnik, a specialist in service excellence and vice president of the Brazilian Association of Training and Development (ABTD), inspiring teams requires more than motivational campaigns: it requires present leadership, clear communication and a culture that values the purpose of each professional.

“An engaged team is not born of chance. It is the result of an environment where the employee feels that he belongs, that his voice matters and that his effort has a real impact”, he says Slivnik. with more than 20 years of experience in leadership and customer delight, the expert has worked with companies that seek to transform the performance of their teams through methodologies inspired by reference organizations such as Disney, Universal and Apple.

Gallup data shows that teams with a high level of engagement are 21% more productive and record up to 59% less turnover. This direct impact on operational performance reinforces that engagement is not the sole responsibility of the Human Resources sector, but of all leadership. For Slivnik, when leaders act as agents of inspiration and active listening, the team responds with more collaboration, creativity and loyalty.

Among the pillars of engagement, the expert highlights internal communication as a decisive tool. According to him, transparency in decisions, alignment of expectations and open space for suggestions create an atmosphere of trust. “People do not engage when they do not know where the company is going. The leader needs to translate the strategy into day-to-day actions and connect the collective goals to the individual goals”, he explains.

Another key element, according to Slivnik, is constant recognition. It is not just about awards and bonuses, but about everyday practices that reinforce the value of individual contributions. “A simple targeted praise can have more impact than a bonus. The employee wants to know that he is on the right track, and it is up to the leader to clearly signal this”, he says.

In addition, he reinforces that the work environment needs to be favorable to development. Companies that encourage continuous learning, protagonism and innovation tend to train professionals more committed to results. “O engagement is born when the employee understands that growing in the company is also growing as a person. This only happens where there is room for ideas, for exchange and for productive error”

Slivnik also warns of the risks of superficial engagement initiatives, such as one-off events or motivational speeches disconnected from practice. For him, the coherence between discourse and leadership attitude is what sustains trust. “It is no use saying that the employee is important and ignoring his suggestions. Engagement requires truth, consistency and real presence in the day-to-day lives of the team.”

In his international immersions with Brazilian leaders, he notes that admired companies around the world share a common characteristic: they put the employee at the center of the experience, just as they do with the client.“The logic is simple: if the team is delighted, the client feels it. And this translates into results.”

To build a genuine engagement environment, Slivnik recommends five practices: aligning expectations clearly, recognizing achievements frequently, stimulating continuous learning, listening attentively, and communicating authentically.“There is no magic formula.What exists is consistency. When the leader inspires by example and takes care of human relationships, the result appears in the performance of the” team, he concludes.