Leading a team means recognizing and responding to each member’s strengths and needs, but supporting those who struggle with low self-worth can feel especially challenging. Leaders often find themselves in an uncomfortable position, sensing that every word or action might unintentionally reinforce the employee’s insecurity. It’s a bit like walking on eggshells—one wrong move could set off a spiral of self-doubt in an already fragile individual. When someone doesn’t believe in their value or capability, even positive feedback can be hard for them to accept; compliments might be brushed off, achievements minimized, and criticism taken deeply to heart.

Finding the “Me Too” Connection

The reality is, most leaders share these frustrations and concerns, due to high-performance standards and constant feedback cycles being the norm. Although these practices push teams to grow, they can also put a strain on employees who don’t see themselves as capable or worthy. If you have these individuals are on your team, the challenge isn’t just about getting them to perform; it’s also about lifting them up in a way that builds their confidence, rather than reinforcing the patterns they’re already trapped in.

Navigating this dynamic is no small feat, and it’s something leaders everywhere can relate to. Supporting someone with low self-worth isn’t a simple matter of giving more encouragement or being “extra nice”—it takes intentional, empathetic leadership. This blog explores how to move past the surface-level advice and dive deeper into techniques that can make a real difference, helping both you and your team member grow.

Understanding the Psychology Behind Low Self-Worth in Employees

What’s the Difference Between Self-Worth, Self-Esteem, and Self-Efficacy?

While self-worth, self-esteem, and self-efficacy are often used interchangeably, they each play unique roles in how employees view themselves and approach their work.

• Self-Worth is the deep-rooted belief in one’s inherent value. It’s about feeling worthy simply for being who you are, regardless of accomplishments.
• Self-Esteem is more external; it’s how we value ourselves based on what we perceive others think of us or how we compare to others. It’s fluid and can shift depending on external feedback.
• Self-Efficacy focuses on the belief in one’s ability to succeed in specific tasks or roles. It’s rooted in how capable we feel, especially in the face of challenges.

For an employee with low self-worth, these areas intertwine to create a cycle of self-doubt. For instance, they may struggle to feel valued (self-worth), base their self-esteem on constant validation, and lack confidence in their abilities (self-efficacy).

How Does Low Self-Worth Show Up in the Brain?

Low self-worth isn’t just a mindset; it’s deeply embedded in the brain’s neural pathways. Neuroscience reveals that the brain’s reward and stress centers play a major role here. When someone experiences repeated setbacks or harsh criticism, their brain learns to anticipate negative outcomes, creating what is often called a “negativity bias.”

• Reward Pathways: For employees with low self-worth, the brain’s reward centers might not activate as strongly in response to praise or success. This can make it hard for them to feel good about accomplishments.
• Stress Pathways: On the other hand, stress pathways are often overactive in these individuals, especially when they fear criticism or judgment. When the brain becomes accustomed to seeing social interactions as threats, it’s easy for employees to perceive even neutral feedback as negative, reinforcing their self-doubt.

This cycle becomes self-perpetuating; the brain “learns” that their efforts aren’t enough, and so it continues to respondmore to stress than to positive reinforcement.

Why Do Employees with Low Self-Worth Often Fear Failure and Seek Approval?

Employees with low self-worth often experience an intense fear of failure, coupled with a drive to please others; both are survival mechanisms. By avoiding failure and seeking approval, the employee believes that they can avoid the criticism & rejection that fortifies their low self-worth.

• People-Pleasing: This stems from a need for external validation. They might prioritize tasks based on what they think others want rather than what they believe is best.
• Fear of Failure: Rather than seeing mistakes as learning opportunities, they see them as threats to their value.

How Does Self-Sabotage and Imposter Syndrome Affect These Employees?

Self-sabotage and imposter syndrome are two psychological patterns that commonly accompany low self-worth:

• Self-Sabotage: Often, employees will unconsciously “set themselves up” to fail. This might look like procrastinating, avoiding tasks, or putting off opportunities that could lead to success. By self-sabotaging, they confirm their belief that they aren’t capable.
• Imposter Syndrome: Employees with imposter syndrome struggle with feeling like frauds, even if they’re well-qualified. They constantly fear being “found out” or judged as inadequate, which can keep them from contributing fully to the team.

Why Do People with Low Self-Worth Avoid Challenges and Seek Constant Approval?

Individuals with low self-worth tend to avoid situations that could reveal their perceived inadequacies. Typically this employee will—delay tasks, avoid feedback, or shy away from challenges. At the same time, they may seek out frequent approval to counteract their doubts, asking for reassurance or needing validation to feel they’re on the right track.

These psychological patterns create a complex landscape for leaders.

Challenges Leaders Face in Managing Low Self-Worth Employees

How Does Empathy Burnout Affect Leaders Managing Low Self-Worth Employees?

Leaders often try to help their people. Hence will leaders manage someone with low self-worth, they typically feel it’s their duty to provide ongoing support and empathy. But this constant empathy leads to what’s called “empathy burnout.” 

Leaders might feel emotionally drained from frequently encouraging or reassuring these employees, especially when improvements seem slow or temporary. Balancing empathy with the need to meet productivity standards can be exhausting, as leaders strive to lift the employee’s morale while also keeping the team on track. Without boundaries, this burnout can impact the leader’s overall effectiveness and make them less available for the rest of the team.

Can One Employee’s Low Self-Worth Impact the Entire Team?

Yes, one person’s low self-worth can unintentionally affect the entire team’s morale and cohesion. Low self-worth will often leave and employee to constantly second-guess themselves, or develop an over-reliance on others, which creates extra work among team members. When a leader doesn’t address these behaviors, other team members eventually become frustrated, especially if they’re frequently stepping in to help or noticing a drop in team efficiency. Over time, if team members perceive that one person is “holding back” the group, it can lead to strained relationships and even lower team morale.

Why Isn’t Praise Alone Enough to Help Employees with Low Self-Worth?

One of the most common pieces of advice for leaders managing low self-worth employees is to “offer more praise.” While positive feedback is certainly valuable, praise alone doesn’t always address the deeper issues these employees face. For most people with low self-worth, praise feels undeserved, leading them to not fully believe it. Furthermore said individual might even interpret your praise as a form of “pity,” which reinforces their insecurities. This is why praise alone, while well-intentioned, isn’t a long-term solution.

Transformative Techniques to Lead and Manage Low Self-Worth Employees

Creating a culture of trust is crucial for employees who struggle with low self-worth, as they need a safe environment where they feel encouraged to take risks without fear of judgment. When employees know they can make mistakes and grow from them, they’re more likely to engage meaningfully, even when their confidence is low. 

1. Use Radical Transparency

Radical transparency is an approach where leaders openly share. How to use: If a leader is in a one-on-one meeting, discuss a recent error made, what they learned from it, and how it has improved their approach. This practice reduces the “perfect leader” illusion, making it clear that even leaders are continually learning and evolving. When leaders share their vulnerabilities, they show employees that imperfection is part of growth, which can help those with low self-worth feel less isolated in their own struggles.

Leverage “Fail Forward” Initiatives Work to Boost Confidence

Fail forward intitiatives involve creating low-stakes challenges where employees can experiment, make manageable mistakes, and learn without serious consequences. These initiatives allow team members to engage with new tasks, learn through trial and error, and openly discuss the experience, both the project’s successes and areas for improvement.

“Fail Forward” encourages resilience by framing mistakes as stepping stones, rather than setbacks, and can be particularly empowering for employees with low self-worth, helping them see their own growth in action.

2. Use the “Mirrored Feedback” Method to Provide Constructive Feedback

For this method the leader will use their employee’s own words and language to provide constructive feedback, essentially reflecting their achievements back to them. This approach helps employees with low self-worth internalize their successes and feel more connected to their accomplishments. For instance, if an employee mentions how challenging a project was, but they successfully completed it, the leader might say, “You shared that this project felt challenging, yet you tackled and ssuccessfully completed it!”

By mirroring their language, you validate their experience and emphasize their achievements in a way that feels authentic, helping to reduce defensiveness and make the feedback feel more meaningful.

How Does Mirrored Feedback Help Employees Internalize Accomplishments?

Employees with low self-worth often struggle to recognize their own achievements, even when they perform well.Mirrored feedback allows them to hear their strengths echoed back to them, making it easier for them to accept and internalize positive reinforcement. Using their words in the feedback process can also break down the barriers of doubt or rejection that typically arise with traditional feedback. As a result, they’re more likely to see themselves as capable and begin to trust their contributions.

What’s an Example of Effective Mirrored Feedback?

Imagine an employee who says, “I really wasn’t sure if I could handle leading this project, but I gave it my best.” An effective mirrored feedback response could be, “I can see you had doubts initially, but you pushed through and led the project to completion with your best effort. That’s a strong example of determination and leadership.”

This kind of feedback helps the employee recognize the value of their actions and capabilities in a way that feels natural, encouraging them to own their accomplishments without feeling pressured or defensive.

3. Use the Self-Worth Anchoring Technique to Boost Employee Confidence

The Self-Worth Anchoring Technique is a method that helps employees with low self-worth reconnect with their achievements by focusing on specific “anchor moments”—times when they’ve demonstrated competence, resilience, or skill. By identifying and regularly reflecting on these moments, employees can begin to see themselves as capable and valuable, building a foundation of self-efficacy that’s grounded in real accomplishments.

How Can I Help Employees Identify Their “Anchor Moments”?

Encourage each employee to think of one accomplishment that they’re proud of, something that resonates with them personally. When they have an idea, ask questions to guide their reflection, such as, “What made this accomplishment meaningful to you?” or “What strengths did you use to achieve this?”

Helping them identify these moments creates a foundation they can refer back to during times of doubt, making it easier to reinforce their sense of worth and capability.

Use Journaling To Reinforce Self-Efficacy

Once an employee identifies their anchor moment(s), it’s time to journal. The employee should write about why the moment was significant, what they learned from it, and how it reflects their abilities. Journaling helps the employee revisit the positive experiences and strengthens the neural pathways associated with confidence and self-efficacy.

In check-in meetings, ask them to share any reflections from their journaling (if they’re comfortable) and discuss how these experiences might apply to their current tasks. This consistent reinforcement helps employees internalize their strengths and develop a more positive self-image over time.

Why Is This Technique Effective for Employees with Low Self-Worth?

Rather than focusing on perceived weaknesses or failures, the employee will learn to view themselves through the lens of past successes. The anchoring technique will gradually rewire their self-perception. Over time the employee will learn to anchor their worth to real, positive experiences rather than external validation or temporary setbacks.

4. Use Somatic Awareness and Body Scanning Before Feedback Sessions

Somatic awareness involves understanding and manaing our emotions by looking at the physical sensations in the body. As we become aware of bodily sensations—like tension, shallow breathing, sweaty palms, or a racing heart—we can recognize and then manage these stress signals before they escalate into full blown panic attacks.

How Does Body Scanning Work, and How Can Leaders Guide It?

Body scanning is a simple exercise where employees mentally “scan” their body from head to toe, noticing any areas of tension or discomfort. To guide this practice, ask the employee to take a few deep breaths and then, with closed eyes if they’re comfortable, slowly focus on each body part, starting from their head and moving down to their toes. Prompt them to release any tension they notice along the way.

As a leader, you could begin feedback sessions with a quick body scan, saying something like, “Before we dive in, let’s take a moment to center ourselves. Take a deep breath and notice if there’s any tension in your shoulders, jaw, or hands. If there is, let’s release it so we’re more grounded for our conversation.”

Why Is Nervous System Regulation Effective in Reducing Defensiveness?

Grounding exercises like body scanning help regulate the nervous system, particularly the body’s stress response. When the nervous system is calm, employees are more open to feedback, as they’re less likely to perceive it as a threat. This means they’ll be better equipped to listen, reflect, and apply feedback, rather than reacting defensively or withdrawing. 

How Can Somatic Awareness Help Employees Long-Term?

Practicing somatic awareness over time allows employees to recognize and manage stress responses as they arise, leading to more resilience in the workplace. Encouraging these techniques before feedback sessions—and gradually integrating them into their regular routine—can help employees develop healthier, less reactive responses, ultimately strengthening their self-worth and confidence in handling challenging situations.

How Leaders Can Grow While Supporting Low Self-Worth Employees

Supporting employees with low self-worth can challenge a leader’s patience and compassion. One of the most powerful ways to grow in these areas is through self-reflective practices. Leaders can ask themselves questions like, “What boundaries do I need to set to prevent burnout?” or “How can I show compassion without overextending myself?” Taking time to understand these boundaries and challenges helps leaders build resilience and remain supportive without feeling drained.

Regularly reflecting on these questions and even journaling about their leadership experiences can help leaders develop a greater sense of compassion for both themselves and their team members, creating a balanced and empathetic approach to support.

How Can Leaders Avoid Enabling and Promote Real Growth in Employees?

When working with employees who struggle with low self-worth, it’s easy for leaders to fall into “rescuing” behaviors, where they might step in too quickly to help. This can inadvertently reinforce the employee’s dependency on external validation and diminish their self-efficacy. Instead, leaders can focus on promoting real growth by gently encouraging employees to face challenges independently.

A leader can do this by: Suppose an employee has a question instead of providing an immediate solution, ask “How would you approach this problem if you had complete confidence in your ability?” Questions will encourage employees to build resilience and trust in their own capabilities, ultimately supporting their growth without reinforcing a sense of dependency.

Use Quantum Visualization, and How Can It Be Used for Team Growth?

Quantum visualization is a technique that involves envisioning future possibilities and potential outcomes to reshape perceptions and inspire progress. Leaders can use this to imagine their team’s growth and visualize each member’s unique strengths and contributions. 

A leadercan do this by picturing a scenario where each emplpoyee is thriving, collaborating, and contributing to the team’s goals.

This mental exercise will help leaders see potential in their team and influence how they interact with each team member. When a leader frequently sees positive outcomes for the team the leader reinforces their own belief in each employee’s potential. This approach will shift the focus from your team’s current limitations to see the future possibilities. 

Conclusion

We encourage you to reflect on the above strategies; then consider choosing one technique to apply in your next interaction. Share with us the impact that it has on your team! As always subscribe for new articles, consider therapy, and check out our resources to grow yourself or your team!