When it comes to shifting someone’s role in a company, I believe in being transparent and involving them in the decision-making process. Instead of just sharing my perspective, I focus on discussing why this change could benefit their personal growth as well as the company’s success. If your intentions are aligned with their growth and the company’s goals, they are less likely to feel undervalued. To make this easier, I work on building an open communication culture. When people have a clear understanding of the ‘why’ behind decisions, they feel included and valued.

When a team member feels undervalued after a role change, I start with an open, empathetic conversation to understand their concerns. Acknowledging their feelings helps them feel heard and respected. Next, I work with them to set clear, achievable goals, highlighting how their role contributes to the team’s success. This provides direction and restores a sense of purpose. I also ensure they have the support they need—be it training, mentorship, or regular check-ins—to build confidence in their new responsibilities. Along the way, I recognize their efforts and celebrate small wins to make them feel appreciated. The key is to rebuild their confidence by showing they are valued and integral to the team.

These are the following things that I would do - 1. Discuss with the team member to understand where the feeling of being undervalued is coming from. Be empathetic during the meeting 2. Some reasons can be addressed in the meeting itself to provide more role clarity 3. Set quantitative/qualitative goals for the role and highlight how these goals roll up to organizational goals 4. Identify training sessions for the team member. Have the team member talk to colleagues who went through a similar experience and are now doing well 5. Periodic check-ins to understand the progress and whether there is anything else that needs to be addressed should form a part of the review mechanism

Have a one-on-one discussion to understand their feelings and validate their concerns. Stress what they will contribute to the team and establish the link with the company objectives of their newly posted position. Set short-term goals; they can make them realize something is being achieved to encourage them. For instance, one of my co-workers was upset for not being noticed during a shift; I gave him or he responsibility of a project that he or she lead. Catch up with them on a regular basis and show appreciation to overpower the breakdown that they went through.

Speaking from experience, here is how I did it: Don’t start with fixing or advising. Start with listening. Not the “nod and wait to respond” kind of listening, but understanding what’s underneath their frustration. Maybe it’s about recognition, or they’re unsure if the change aligns with their strengths or goals. Focus on showing—not just saying—why they matter. For example, connect their work to something bigger: how their efforts directly impact the team’s or project’s success. Take the pressure off. Break down the new role into smaller wins, the kind they can celebrate along the way. Provide more support, training, resources, or even mentorship. Sometimes just knowing someone has your back is all it takes to reignite motivation.

Quando um colaborador se sente desvalorizado após uma mudança de função, meu primeiro passo é mostrar de forma prática as qualidades que me fizeram confiar nele para essa nova posição. Também abro espaço para ouvir atentamente suas percepções e entender os impactos dessa mudança a curto e médio prazo. Não basta alcançar resultados; é essencial que ele esteja feliz e motivado. Por isso, ofereço apoio contínuo e adapto o que for necessário para garantir que ele se sinta valorizado e confiante no novo papel. Meu objetivo é alinhar desempenho e satisfação para que o sucesso seja sustentável.

I would start by having a candid conversation with the team member to understand their concerns and feelings about the role change. By actively listening and acknowledging their contributions, I would reassure them of their value to the team. I would then work with them to set clear goals and provide opportunities for professional development, ensuring they have the support and resources needed to succeed. Regular feedback and recognition of their achievements would also be key in restoring their confidence and motivation.

To restore the team member's confidence and motivation, start by having a one-on-one conversation to understand their feelings and concerns. Listen actively and acknowledge their contributions in the past and present roles. Highlight their strengths and how they are essential to the team. Set clear expectations for their new role and explain its importance to the organization. Offer training or mentorship if they need support in adapting to the change. Encourage open communication and provide regular feedback to recognize their progress. Finally, involve them in decisions where their expertise can shine, making them feel valued and empowered.