7 Signs Your Team Member Feels Undervalued (And What You Can Do About It as a New Manager)

As a new manager, you’re stepping into a leadership role where you not only oversee your team’s work but also ensure that each member feels valued and supported. It’s essential to recognize when an employee may be underperforming because they feel undervalued. Drawing on ideas from Viral Justice by Ruha Benjamin, which emphasizes how small, often-overlooked actions contribute to systemic change, this post offers guidance on identifying when a team member feels undervalued—and, more importantly, what you can do about it to foster a more inclusive and engaged environment.

1. They’re Excluded from Key Decisions

The Issue:
Your team member is not invited to participate in decisions that directly impact their work or the library’s direction, leading to disengagement.

What You Can Do as a New Manager:

• Be proactive in inclusion. As a new manager, ensure your team members have a voice in relevant decision-making processes. Invite them to meetings or discussions where their expertise can shape outcomes, especially when it concerns library resources, academic programs, or student success.
• Highlight their value. Communicate how their knowledge of research trends or student needs can benefit broader institutional goals, helping others see their strategic importance.
• Support cross-departmental connections. Encourage them to attend faculty meetings or collaborate on projects beyond the library. This positions them as a key partner, increasing their chances of being included in future decisions.

2. Busywork Takes Priority Over High-Impact Projects

The Issue:
Your employee is consistently assigned routine tasks, missing out on high-impact or meaningful projects that could engage them and utilize their skills.

What You Can Do as a New Manager:

• Have an open conversation. As a new leader, take time to understand their career goals. Ask them directly what types of projects they want to be involved in and how these align with their aspirations and the library’s needs.
• Match their strengths to strategic projects. Provide opportunities for them to lead or contribute to initiatives like creating digital archives, managing institutional data, or expanding access to special collections—projects that tie into both the library’s mission and institutional strategy.

3. They Lack the Tools to Succeed

The Issue:
Your team member is underperforming because they lack access to the necessary training, resources, or technology to excel.

What You Can Do as a New Manager:

• Identify gaps and offer support. Meet with them to discuss what tools or resources they feel they need to succeed. Showing interest in their needs establishes trust and allows you to address barriers to their success.
• Champion their development. Propose a professional development plan, providing access to relevant training in emerging technologies or digital humanities. This investment not only boosts their confidence but also enhances their ability to contribute to the library’s strategic goals.

4. Their Role Expands Without Proper Recognition

The Issue:
They’re taking on additional responsibilities—like overseeing new initiatives or teaching workshops—without formal recognition, compensation, or advancement.

What You Can Do as a New Manager:

• Acknowledge and formalize their contributions. Schedule a review to discuss how their role has evolved and ensure their expanded responsibilities are recognized through a title change or compensation adjustment.
• Advocate for their career growth. Show them that their contributions are valuable by outlining a clear path for future advancement, ensuring they see long-term potential in their role.

5. Their Efforts Go Unrecognized

The Issue:
Despite consistently going above and beyond, their contributions are not acknowledged by leadership or colleagues.

What You Can Do as a New Manager:

• Publicly celebrate their successes. Regularly share their achievements during team meetings or institutional communications, ensuring leadership and peers are aware of their contributions.
• Nominate them for awards and recognition. Encourage them to apply for internal or external awards, and support their participation in conferences or publications where they can showcase their work.

6. Their Career Growth Has Stalled

The Issue:
They feel stuck in their current position, with no clear opportunities for advancement, while others in the institution are moving forward.

What You Can Do as a New Manager:

• Create a development plan. Meet with them to outline a roadmap for growth, identifying specific milestones and projects that will help them move toward their next career step.
• Encourage lateral growth. If promotions aren’t immediately available, support their involvement in cross-departmental projects or leadership opportunities that expand their skill set and prepare them for future roles.

7. Their Compensation Doesn’t Reflect Their Contributions

The Issue:
They consistently exceed expectations, yet their salary does not reflect their value to the library or institution.

What You Can Do as a New Manager:

• Build a case for a raise. Gather data on industry salary standards from professional organizations like ALA or ARL, and advocate for their compensation to match their contributions and responsibilities.
• Frame compensation as retention and investment. Show leadership how appropriate compensation improves staff retention and enhances the overall success of the library.

Empowering Your Team to Thrive as a New Manager

As a new manager, your goal is to create an environment where each team member feels valued and supported. If you’ve noticed underperformance in any of your team members, it could be a sign that they feel undervalued. By taking proactive steps to recognize their contributions, provide the necessary tools, and offer opportunities for growth, you can re-engage your team and create a positive, inclusive work environment.

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