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 about inclusion. Ensure team members have a voice in decision-making processes that affect their work. Invite them to meetings or discussions where their expertise can shape outcomes, especially when the topic concerns library resources, academic programs, or student success. Communicate how their knowledge of research trends or student needs contributes to broader institutional goals. Encourage cross-departmental collaboration, such as attending faculty meetings or joining projects beyond the library, so they are seen as strategic partners.

2. Busywork Takes Priority Over High-Impact Projects

The Issue

Your employee is consistently assigned routine tasks and misses opportunities to engage in meaningful, high-impact work that better uses their skills.

What You Can Do as a New Manager

Have an open conversation about their professional goals. Ask what kinds of projects they want to contribute to and how those interests align with the library’s needs. Then connect their strengths to strategic initiatives, such as creating digital archives, managing institutional data, or expanding access to special collections. This helps them do work that is both engaging and mission-centered.

3. They Lack the Tools to Succeed

The Issue

Your team member may be underperforming because they do not have access to the training, resources, or technology they need to excel.

What You Can Do as a New Manager

Identify barriers and offer support. Meet with them to discuss what tools, resources, or training would help them succeed. This shows that you are invested in their growth and willing to remove obstacles. You can also support a professional development plan that includes training in emerging technologies or digital humanities, helping them build confidence and strengthen their contributions to the library’s goals.

4. Their Role Expands Without Proper Recognition

The Issue

They are taking on additional responsibilities, such as overseeing new initiatives or teaching workshops, without formal recognition, compensation, or a path to advancement.

What You Can Do as a New Manager

Acknowledge and formalize their contributions. Meet with them to review how their responsibilities have evolved and discuss whether those changes should be reflected in their title or compensation. Show that you value their work by helping map out a clear path for career growth and long-term advancement.

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

Celebrate their work publicly. Mention their achievements during team meetings or in institutional communications so that others recognize their impact. You can also encourage and support them in pursuing internal or external awards, conference participation, or publication opportunities that highlight their expertise.

6. Their Career Growth Has Stalled

The Issue

They feel stuck in their current role, with no clear opportunities for advancement, while others in the institution appear to be moving forward.

What You Can Do as a New Manager

Work with them to create a development plan that identifies milestones, new responsibilities, and projects that can support the next step in their career. When promotions are not immediately available, encourage lateral growth through cross-departmental work or leadership opportunities that broaden their experience and prepare them for future advancement.

7. Their Compensation Doesn’t Reflect Their Contributions

The Issue

They consistently exceed expectations, yet their salary does not reflect the value they bring to the library or institution.

What You Can Do as a New Manager

Build a case for better compensation. Gather salary benchmarks from professional organizations such as ALA or ARL and connect their contributions to institutional outcomes. Frame compensation not only as recognition, but also as an investment in retention, morale, and the long-term success of the library.