How do you handle a situation where team members feel undervalued and unappreciated by leadership?

One of the most common mistakes of leadership in these issues is denying or dismissing feelings. It is critical to listen to team members. Affirm their feelings and make sure they know that you have heard them. That does not mean you agree with them. It means that you have heard them. This helps to build trust and relationships.

Start with empathy — channel your inner Oprah! Create a safe space for honest dialogue (hello, anonymous surveys or open forums). Highlight their contributions in team meetings and loop leadership in with real examples of impact. Suggest peer-recognition programs or gamified kudos boards (think “Wall of Fame,” not “Wall of Shame”). Encourage leadership to do regular shout-outs — genuine, timely, and specific. Remember, people don’t leave jobs — they leave bad managers. As Richard Branson says, “Take care of your employees, and they'll take care of your business.” Regular feedback loops + small acts of appreciation = magic morale boost.

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Sometimes, it's not just the top leadership. Underappreciation can also come from peers/colleagues who exclude other people who they view as "others". Thus, such exclusivist mentality and bullying is a symptom of an unhealthy work environment and is detrimental to staff morale and office cohesion. Hence, inclusivity and clear lines of communication in the workplace are crucial. Without these, excluded/bullied staff will leave.

When team members feel undervalued, it leads to low morale and disengagement. Leaders must acknowledge the issue, create safe spaces for honest feedback, and recognize contributions consistently and specifically. Building formal recognition programs, offering fair compensation, and providing clear growth opportunities show genuine appreciation. Leaders should also develop emotional intelligence to better connect with teams and celebrate both small and large wins. By leading with empathy and humility, leadership can rebuild trust, boost morale, and create a motivated, loyal workforce.

My least favorite topic… feelings. But here’s the deal—if someone on your team feels undervalued, you don’t get to ignore it just because it’s uncomfortable. First step? Acknowledge it. You don’t have to fix everything in that moment—just listen. Don’t interrupt, don’t defend, just hear them out. That kind of validation builds trust fast. I’ve found one-on-ones work best, but anonymous surveys help too. Bottom line—if people don’t feel seen, they disengage. And no leader can afford that.

In our experience, appreciation is like oxygen for teams - invisible when present but impossible to function without! Try a quick 'appreciation audit' where leaders share specific contributions they've noticed, then build regular recognition rituals that match your team's style - some thrive with public praise while others prefer quiet acknowledgment.

I organize individual meetings to listen to their concerns, validating their feelings and understanding specific issues. To address the root causes, I introduce regular appreciation mechanisms such as shout-outs during meetings, performance-based rewards, and public acknowledgments of their hard work and contributions. I also encourage leaders to provide more frequent constructive feedback and mentorship, helping team members see their growth path and value within the organization.

Sometimes, they just want to be heard. I listen without judging. Even small things like saying ‘you did great’ or asking for their opinion can help a lot.

When a team member feels undervalued, start by listening without judgment. Ask open questions to understand what’s driving the feeling. Acknowledge their experience. It matters, even if you can’t solve everything. If you’re in a position to influence upwards, share the feedback constructively. Recognition doesn’t always require big actions; being seen, heard, and trusted in daily work goes a long way. Also support them in owning part of the conversation: encourage respectful, direct dialogue with leadership if it feels safe. Often, what starts as quiet frustration can become a turning point for culture, if it’s met with care and follow-through.

I would take a hard look at our current practices to see where recognition and appreciation may be falling short. Having been in leadership for a while, I’ve learned that systems can unintentionally overlook contributions—especially from quieter voices or support roles. I’d review how feedback, rewards, and acknowledgments are structured and ensure that appreciation isn’t just reserved for outcomes but also for effort and behavior that reinforces our culture.

I would also ensure feedback isn’t only tied to formal reviews. In my experience, real-time recognition—whether for a great idea shared in a meeting or quietly going above and beyond—goes a long way. I’d commit to giving more consistent, personalized feedback that highlights the value individuals bring. Recognition doesn’t always need to be grand; it needs to be thoughtful, timely, and authentic.

A person I look up to once shared something that shifted my perspective: “Empowerment is not an entitlement - it’s something we earn through our actions, and something we initiate.” It made me realize that empowerment isn’t just handed over. It begins with us - taking ownership, showing initiative, staying accountable. That’s how we build trust and create the space to grow. When we lead ourselves well, others feel confident empowering us. And when we earn it, empowerment becomes something we carry with pride - not just something we’re given. It all made perfect sense.

The best way I've found to empower team members is by giving them greater responsibility. Owning your space allows you to contribute uniquely, driving personal growth and confidence. When we have clear direction and support, combined with the freedom to succeed, we're naturally motivated. Our accomplishments then resonate genuinely, not just with us, but with everyone around us.

I am living proof of the profound impact a great leader can have on one's growth. Throughout my career, I have encountered exceptional leaders who recognized my talents and skills, and most importantly, provided opportunities that allowed me to thrive. Their trust in my abilities helped me develop into who I am today. Interestingly, they believed in my potential even when I couldn't see it myself.

To empower your people, you need to follow this process: 1. Believe in their potential 2. Delegate authority 3. Encourage risk-taking 4. Provide development opportunities 5. Celebrate successes 6. Be a role model 7. Have frequent engagement sessions 8. Challenge their ideas, without giving solutions 9. Hold them accountable

I’d focus on empowerment. I’d give team members more ownership of meaningful work, involve them in decision-making, and show them their voice matters. When people have influence over outcomes and their strengths are utilized, they naturally feel more valued. Empowerment isn’t about giving more—it’s about trusting more, and that builds long-term confidence and engagement.

Learn adequate leadership and carry along all team members in every aspect of the task. Celebrate every accomplishment during the task by and give accolades to those who contributed greatly toward the task accomplishment.

I would make celebrating success a regular part of the team rhythm. Whether it’s small wins or major achievements, I’d ensure we take time to acknowledge contributions—both in public forums and privately. A quick message of appreciation, a team shoutout, or sharing wins in leadership updates can make people feel seen. Celebrating success boosts morale and reminds the team that their efforts matter.

Appreciation isn’t always loud. Sometimes, it’s simply being there when it matters. A teammate who receives support when needed, and sees obstacles cleared when challenges arise, will feel the value and trust you place in them—without the need for big words. It’s about creating an environment where they know: • They’re not alone when things get tough, • Their voice matters, • Their growth and wellbeing are priorities. When your actions consistently reinforce that message, appreciation becomes the culture—not just a gesture

If people are feeling undervalued, there are two possible causes — either they have a chip on their shoulder and feel like they don't get enough recognition, or there's a genuine leadership problem in which people are not being given an appropriate amount of credit. To be honest, I find the former to be quite rare. It's much more common that with all the competing priorities with which leadership must contend, showing gratitude can be low on the list. This can impact retention and requires a serious look at processes.

I would reflect on my own leadership behaviors. I’d ask myself—and the team—if I’m showing up in ways that inspire, recognize, and support. Feedback isn’t just for team members—it’s for leaders too. I’ve learned that leadership is not static; it evolves with awareness and intention. If something’s not working, I’d own it and adapt. Leadership is earned every day—especially through how we make people feel.