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Low self-esteem can have a profoundly negative impact on an employee’s work and their experience of the workplace.
Often misunderstood as shyness or a lack of confidence, low self-esteem is about someone negatively valuing themselves at a fundamental level. It can affect how an employee communicates, contributes and collaborates (if at all), how they respond to feedback and, of course, can have a severe impact on their sense of wellbeing. Low self-esteem is also linked to certain mental illnesses, like depression, and is an important risk factor to be aware of.
As a team leader, knowing how best to manage an employee with low self-esteem might seem challenging. You may worry about saying the wrong thing or unintentionally reinforcing someone’s insecurities. But with awareness, consistency and a supportive approach, managers can create the conditions for a more empowered, resilient employee who feels secure in their role and delivers their best work.
Self-esteem develops gradually throughout our lives, shaped by the experiences, relationships and messages we receive, beginning in early childhood. Supportive environments where achievements are recognised, mistakes are treated as learning opportunities and individuality is valued tend to foster healthier self-esteem. In contrast, experiences such as harsh criticism, neglect, bullying, 
unrealistic expectations or repeated failures can lead to a fragile or negative sense of self-worth. Crucially, self-esteem isn’t fixed. With the right support and environment, employees can gradually rebuild a more balanced and compassionate view of themselves.
Here are some tips on how to support an employee with low self-esteem:
The signs of low self-esteem at work can be subtle or easily mistaken for other issues, like disengagement or a lack of ambition. Really, the employee might be working incredibly hard just to feel ‘good enough’ or may be holding themselves back due to a fear of failure or judgement. Common signs include:
>> Avoiding new responsibilities or challenges, even when they’re capable
>> Seeking constant reassurance or double-checking their work excessively
>> Reacting negatively to feedback, however sensitively it’s delivered
>> Downplaying successes or struggling to accept praise
>> Frequently comparing themselves to others, usually unfavourably
>> Lashing out and having increased conflict with others
>> Worrying excessively about mistakes or minor slip-ups
Understanding these behaviours as expressions of low self-worth, not laziness, resistance or disengagement, allows managers to respond with empathy. These are the kinds of insights explored in Luminate’s mental health training for managers, which can help leaders feel more confident in recognising and addressing the signs and symptoms of poor wellbeing within their teams.
Psychological safety is the sense that you can be yourself and contribute freely without the fear of being judged or punished for doing so. For someone with low self-esteem, a psychologically safe work environment is incredibly important. When employees don’t feel safe, they’re unlikely to speak up, take risks or share new ideas — all key to growth and innovation.>/p>
You can help foster psychological safety by:
>> Encouraging idea-sharing, especially in low-pressure settings like 1-to-1s or informal chats
>> Modelling vulnerability yourself, for example by sharing your own mistakes or uncertainties
>> Instilling a growth mindset within the team, which positions failures as learning opportunities
>> Celebrating effort, not just outcomes, to reinforce that value isn’t tied to perfection
Psychological safety, as a form of collective trust, takes time to build and needs to be approached as the consistent, ongoing fostering of a team culture. Some strategies to do this well are covered in Luminate’s resources and, in greater depth, in our mental health training for managers.
Constructive feedback is a vital part of development but for someone with low self-esteem, it can feel deeply personal, even when delivered kindly. Rather than helping them grow, it can reinforce a negative inner narrative. That doesn’t mean managers should avoid feedback; rather, it means being especially thoughtful about how it’s framed.
Try to:
>> Be specific, kind and constructive. Avoid vague feedback that can be misinterpreted
>> Balance feedback with genuine recognition of strengths and progress
>> Emphasise growth and help them see mistakes as opportunities, not confirmations of inadequacy
>> Ask how they prefer to receive feedback, and if there’s anything that helps them take it on board.
Handled well, feedback can actually become a confidence-building tool.
People with low self-esteem often struggle to identify their own strengths or celebrate their progress. They may minimise their achievements or assume they’ve just been lucky. As a manager, you can gently challenge this by reflecting their value back to them and offering opportunities to stretch themselves and grow.
You can support this by:
>> Pointing out specific strengths and highlighting progress over time.
>> Inviting feedback from peers in a safe, structured way. Sometimes, it helps to hear positive feedback from multiple voices.
>> Encouraging personal/professional development, whether that’s training, mentoring, or coaching.
>> Assigning small, manageable challenges that allow them to succeed and build confidence gradually.
Importantly, this support should feel encouraging, not pushy. The goal isn’t to force a transformation but to give them the space and support they need to take the next steps.
Low self-esteem isn’t always something that can be addressed entirely in the workplace. It may stem from personal, formative experiences, such as childhood adversity, trauma or longstanding mental health challenges.
If your employee is really struggling, it’s important to signpost them to appropriate support, while continuing to hold space for them at work.
Options might include:
>> Helplines and their related, free resources
>> The organisation’s Employee Assistance Programme (EAP), if available
>> Internal wellbeing support, such as speaking to a Mental Health Champion, MHFAider® or Occupational Health
>> External wellbeing support, such as their GP or external therapy. This may be available on the organisation’s health insurance.
As a manager, your role isn’t to ‘fix’ their self-esteem, but to be a consistent, compassionate presence who sees their value, even when they can’t yet see it themselves. This is another area where mental health training for managers can be hugely beneficial; endowing managers with the knowledge and confidence to conduct meaningful and appropriate mental health conversations.
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Low self-esteem can hold talented people back in quiet but powerful ways. By creating a psychologically safe environment, offering thoughtful feedback and encouragement, and knowing where and when to signpost, you can help your team member reconnect with their own value.
If you'd like to build your skills in this area — in creating happier, healthier, more productive teams — Luminate’s mental health training for managers can provide practical tools and frameworks to guide your approach and ultimately help your whole workforce thrive. Get in touch to find out how we can support your managers to better support others.
