“underdog expectations” aren’t always detrimental. The need to prove others wrong, he says, can be a great motivator.

The ramifications of prior experiences of discrimination on finding employment were weaker for job seekers who crafted underdog narratives than those who developed favorite narratives. The underdog narratives were more beneficial for self-confidence.

how can managers best leverage the underdog effect? By striking a good balance and avoiding the “double-edged sword” of trying to prove others wrong. “You need to point to some successes or a path forward,” says Nurmohamed. “If low expectations are out there, don’t just ignore them, but point to them. Then you as a leader have to make the team feel like they can succeed.”