How to Build Teams That Create with Meaning?
The Eighth Episode of the “Leadership Podcast” with Andrew Rozhdestvensky – a project born from the collaboration between the Center for Leadership of UCU and “Radio SKOVORODA” – opens up one of the key topics in modern people management: Engagement. This term marks the beginning of the “post-loyalty” era in organizational culture. That is, the time when it is no longer enough for an employee to simply be satisfied or to have no intention of quitting. Today, the true resource of a company is its people – those who are passionate, who create, who take initiative, who think in terms of “we” and “why”.
This is one of the most profound episodes of the podcast – structured, with clear terminology, analytical, and rich with examples. It includes scientific approaches (Gallup Q12, UWES), apt analogies, and cases from military experience. So today, we invite you, too, to explore more deeply what makes teams not just successful – but exceptional.
What is “Engagement” and Why Does It Matter?
Engagement is a person’s emotional and cognitive commitment to their work, team, and company. It’s when work is not “from bell to bell”, but something that is “yours”, “important”, something you believe in. From the perspective of behavioral sciences, it is a stable sense of belonging, meaning, and the importance of one’s own contribution.
“Engagement is not about “I feel good here”, but about “It matters to me to be here and to do something”…”,
explains the distinction, Andrew Rozhdestvensky.
This term is not new to the “Leadership Podcast”. In fact, we mentioned it already in Second Episode, as part of the 3C Model developed by the Ian O. Ihnatowycz Institute for Leadership at Ivey Business School:
Ultimately, it is important to remember that Engagement is not the same as motivation, although the two are related. Motivation can be situational and external (in the form of bonuses, praise, or career promises). Meanwhile, Engagement is internal, long-term, and conscious action.
“If you’d like an analogy, there’s an old tale popular among HR professionals. Three stonemasons working on the same site are asked, one after another, what they are doing. The first says, “I’m laying bricks”. The second: “I’m building a wall”. And the third: “I’m building a church”. [And that – that is what Engagement is about. The ability to see not just the action, but its meaning and its result]”,
concludes the host as he wraps up the first chapter of his narrative.
Why Engagement Is Not a “Nice Option” but a Key Condition for Survival?
Engagement has a measurable effect on business outcomes. This was proven by a 2013 study conducted by “Gallup”:
- Team productivity in highly engaged groups rises by +18%.
- Companies with high levels of engagement have a higher Net Promoter Score.
- Engaged people are 41% less likely to change jobs.
- Workplaces with high employee Engagement experience fewer injuries due to better individual organization and focus.
- Absenteeism (absence) and presenteeism (time-wasting at work) decrease.
- Overall profit growth can reach as much as +23%.
“There are few things that can cost you more than cheap and disengaged labor”,
Gerard Seijts, one of the creators of the 3C Model, seems to summarize.
How to Measure Engagement: Approaches, Models, and Examples
When we talk about Engagement, we must remember: it’s not about a leader’s intuition. It has entirely measurable indicators – and not only can it be measured, but must be. Otherwise, we risk confusing “loyalty” with “meeting KPIs,” or with “someone who doesn’t complain”. Unfortunately, none of these criteria are sufficient.
In the podcast, Andrew Rozhdestvensky outlines three of the most commonly used engagement assessment systems – each with its own logic, indicators, and strengths.
1. AON Hewitt Engagement Model: Stay, Say, Strive
This is a simple and understandable behavioral model that measures engagement based on three criteria:
- Stay – the desire to remain with the company: “I’m not looking for a new job, because I believe in this one”.
- Say – positive comments about the workplace: “I would recommend this company to my friends and family”.
- Strive – employees demonstrate above-average performance: “I don’t just do what’s expected – I try to do it better”.
“Strive is when I work at a slightly – or sometimes significantly – higher level than what my job description requires. And not because I’m forced to, but because I care”,
explains the Executive Director of the Center for Leadership of UCU.
This approach works well for initial surveys, especially in small companies or teams that have not yet used systematic HR analytics.
2. Utrecht Work Engagement Scale (UWES)
This academically grounded model from Dutch psychologists breaks Engagement into three components:
- Vigor – how much energy, enthusiasm, and drive I feel at work.
- Dedication – whether I understand the value of what I’m doing.
- Absorption – whether time seems to fly by, because I’m “in the zone”.
“A typical marker of absorption is this: you sit down to work – and suddenly it’s lunchtime. Then you blink – and it’s already 5 p.m. You’re not tired, you’re immersed in the process. That’s Engagement in its purest form”,
the researcher illustrates.
This tool is presented as a questionnaire: there is a short version and an extended one (with 9 or 17 questions, respectively). It’s a great fit for internal studies, HR audits, and teams working in creative industries.
3. Gallup Q12
The most well-known and widely used model in the world. “Gallup” developed 12 questions that reveal the actual level of Engagement. The host presents a few of the most telling ones:
- “Do I know what is expected of me at work?”
- “Do I have the tools and resources I need to do my job right?”
- “Have I received recognition or praise for my work in the past 7 days?”
- “Does someone seem to care about my development?”
These questions, as Andrew Rozhdestvensky emphasizes, are not trivial – quite the opposite: they are fundamental.
“Words like: “You did a great job on that!” will cost you barely a minute, but they can have an impact for weeks. […] Feedback is the leader’s superpower”,
the scholar concludes.
And the most important success factor is the consistent use of a chosen method to measure employee Engagement. Only then can you track change over time. If you use UWES one year and “Gallup” the next, you won’t be able to compare the results accurately. It’s like measuring temperature in Celsius and comparing it to Fahrenheit.
“Choose one system – and stick with it for 2-3 years. That’s honest. And that gives you a foundation for change”,
our colleague emphasizes.
How to Boost Engagement: Practices, Mistakes, and Authentic Leadership
Improving Engagement is not about KPIs – it’s about culture. Because our task as leaders is not to force, but to create a space where people want to give their best. Where they feel meaning, have influence, and can see growth.
Following the podcast host, we explore which practices can help along this path – with a focus on why they matter specifically for Ukrainian organizations amid war, uncertainty, and exhaustion.
1. Explain the “Why”: “Why are we doing this?”
“Start with “Why?”. It’s important not only for the team but for yourself – especially when things get tough”,
adds the researcher.
Explaining the purpose is not a formality. It’s the first element of organizational culture – tied to the Mission and Vision.
This is especially critical:
- in large organizations (where one can easily lose a sense of impact);
- in operational roles (where “we’re stuck in routine”);
- in military units (where the cost of action is human life).
2. Clear expectations and flexible planning
SMART, OKRs, and KPIs are useful tools – especially for working with newcomers. But they don’t work well with experienced, autonomous individuals and often become a form of micromanagement. Here, the leader-as-coach approach works better: define the outcome together, give space for execution, and regularly revisit the plan.
3. Regular feedback and recognition
It may seem like a simple tip, but its impact is hard to overstate. A brief but timely compliment can fuel weeks of motivation. And a constructive conversation can lay the foundation for team growth.
“Feedback is the #1 tool in a leader’s hands. Underrated, cost-effective, incredibly powerful”,
emphasizes Andrew Rozhdestvensky.
4. Development and career are not the same thing
- Development means gaining new knowledge, strengthening skills, and trying out lateral roles.
- Career means promotions, new positions, and management trajectories.
A person may not want to become a manager – but still want to grow. And that is Engagement! That’s why organizations need multiple development tracks: through learning, mentoring, or involvement in new projects.
5. Involvement in decision-making
If a person helps shape a decision, they’ll be motivated to implement it – because it’s now “their” decision. This is especially important:
- in small Agile teams;
- in creative projects;
- during changes or crisis situations.
6. Leadership care and top-down example
Engagement is not an HR function. It reflects the style of Leadership. If a leader doesn’t care about their team – why should the team care about their work? If the leader doesn’t share – why should the employee be open?
What is “Active Disengagement”, and why is it dangerous?
“Gallup” calls it “active Disengagement” – not just indifference, but resistance and toxic behaviors that ultimately erode the team’s atmosphere.
It’s like rust in the system – slow but relentless. And the only way to fight it is by rebuilding trust, having honest conversations, and cleansing the internal culture.
Organizational Culture = a Nutrient Environment
Most of the practices that build a healthy organizational culture also raise Engagement. These are not separate things – but interconnected phenomena.
Leadership, organizational culture, and Engagement are like the roots, trunk, and fruit of a tree. If the roots are grounded and the trunk is intact – the fruits will inevitably appear.
When Engagement Saves Lives: The Experience of the 414th Separate Unmanned Systems Brigade “Madyar’s Birds”
To close the episode, Andrew Rozhdestvensky recalls a unit that became a living embodiment of Engagement within Defense Forces of Ukraine – the 414th Separate Unmanned Systems Brigade known as “Madyar’s Birds”. Among the key elements of their approach are:
- working with the team on meaning (why we are here, what exactly we are protecting);
- transparent communication;
- internal support within the unit.
“Military leaders shouldn’t shy away from learning from civilians – and civilians shouldn’t ignore what the military can teach us. Both worlds have leaders who hold space and hold people”,
the host concludes.
This example is a vivid reminder that Engagement doesn’t depend on having an office, a coffee machine, or being part of a “creative industry”. It’s about people and meaning – even, or especially, in times of war.
“How many leaders should there be per square meter?”
This lighthearted question came up at the end of the episode during the host’s traditional Q&A with the podcast audience.
And the answer? It depends. Sometimes – just one. Other times – several. Today’s organizations often work in a “multi-leadership” model: several people sharing responsibility, working peer-to-peer, switching roles. This approach – born in startup environments – is gaining ground in other sectors too, especially where teamwork is the only path to breakthrough change.
“Are there daily exercises to grow your Leadership?”
So what can those who want to develop their Leadership potential actually do each day? Here’s what Andrew Rozhdestvensky recommends:
1. Case analysis (of real-life situations):
- From business, the military, or the public sector.
- Learning from others’ stories to derive your own lessons.
- Ideally done in a group with people who bring diverse perspectives.
2. Reflection on your own decisions:
- Log the situation, your choices, and the outcomes.
- What worked? What could have gone better?
- Which strategy did you choose – and why?
Even a short note after a difficult conversation can become part of your internal library of leadership decisions.
3. Mentorship or a trusted counterpart:
- Someone who can lovingly tell you the truth.
- Who doesn’t just pat your back but helps you grow.
- This could be a professional coach – or simply an experienced colleague.
Only a combination of these approaches – together with real Leadership practice – can become the “secret ingredient” that helps you become the best version of yourself.
Final thoughts
What did we learn from this episode? That Engagement is not about “niceness”, “paper motivation”, or the absence of complaints. It’s about inner energy. About influence. And about feeling that your work matters. Engagement doesn’t emerge on its own. It is created by a leader – through conscious choices and daily actions. And the team’s level of Engagement is a direct result of this Leadership.
