October Health – 2025 Report

Self-esteem in Eswatini

- Leading cause: Economic insecurity driven by high unemployment and poverty (income inequality and limited job opportunities) is the primary driver of self-esteem stress at the population level in Eswatini. - Secondary contributors: Gender inequality and traditional role expectations; HIV-related stigma and broader health/discrimination stigma; rural–urban disparities in access to services. - Workplace implications: Build supportive cultures with clear recognition and fair development opportunities; implement employee assistance programs and skills-building initiatives; consider providing October digital group sessions and assessments to bolster resilience and coping, ensuring content is locally contextualized.

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Self-esteem Prevalence
32.26%
Affected people
17,743,000

Impact on the people of Eswatini

High self-esteem stress: health and personal life effects

What it is: When the drive to feel worthy becomes constant, tied to others’ opinions and validation, it can elevate stress and affect daily functioning.

Health effects

  • Chronic worry, anxiety, and sleep problems (trouble falling or staying asleep).
  • Physical symptoms like headaches, muscle tension, and digestive issues.
  • Fatigue and burnout from overworking to protect self-worth.
  • Longer-term risk of mood disturbances if stress remains unmanaged.

Personal life and relationships

  • Heightened sensitivity to criticism; conflict over feedback or mistakes.
  • Difficulty showing vulnerability, impacting closeness and intimacy.
  • Perfectionism can drive rigidity, reducing spontaneity and enjoyment.
  • Reliance on external validation, which can strain trust and communication.

In the workplace

  • Fear of failure may lead to avoidance of new tasks or risky but growth opportunities.
  • Overworking to meet perceived standards, risking burnout and poor work-life balance.

Coping steps and supports

  • Practice self-compassion: speak to yourself with kindness; set realistic, flexible goals.
  • Reframe mistakes as learning opportunities; celebrate progress, not just perfection.
  • Use structured feedback: ask for specific tips and timelines rather than vague praise.
  • Set boundaries and build a support plan at work (e.g., agreed workload, protected breaks).

When to seek help

  • Stress feels unmanageable, lasts weeks, or affects sleep, mood, or relationships.
  • You notice physical health effects or persistent burnout.
  • In Eswatini contexts, consider culturally sensitive supports and workplace resources; digital programs like October can offer group sessions and assessments to help manage self-esteem-related stress.

Impact on the Eswatini Economy

Effects of high self-esteem stress on an economy

Self-esteem stress refers to distress tied to perceived threats to self-worth, perfectionism, and fear of failure. When a large portion of the workforce experiences this, macroeconomic effects can emerge:

  • Lower productivity and output due to burnout, fatigue, and presenteeism.
  • Higher labour turnover and recruitment/training costs as workers leave or underperform.
  • Increased health and social costs from mental health problems, leading to higher healthcare spending and insurance burdens.
  • Reduced innovation and risk-taking, as fear of failure dampens experimentation and adoption of new technologies.

In Eswatini, where resources for mental health support are limited and unemployment can be high, these effects may be more pronounced.

What can government do to assist?

How a country can reduce self-esteem–related stress in Eswatini

  • Invest in early social-emotional learning and mental health literacy in schools and communities; run anti-stigma campaigns and ensure access to school counselors, especially in rural areas.
  • Strengthen economic security to reduce stressors that affect self-esteem (unemployment support, job training, fair wages, social protection), with targeted programs for women and rural communities.
  • Expand accessible, confidential mental health care (integrate into primary care, use telehealth/mobile clinics, subsidize services); consider digital platforms like October for scalable group sessions and psychoeducation.
  • Promote inclusive workplaces and responsible media (anti-discrimination laws, employee assistance programs, leadership training, diverse public campaigns to reduce harmful social comparisons).
  • Support communities and monitor impact (peer mentoring, support groups, regular data on wellbeing and self-esteem; adjust programs based on findings).

What can businesses do to assist their employees?

  • Psychological safety and supportive leadership: train managers to give constructive, growth‑oriented feedback; recognize effort and progress; avoid shaming or public comparisons.

  • Confidential support resources: provide easy access to counseling or an employee assistance program, plus anonymous channels; use October for digital group sessions or assessments when appropriate.

  • Strengths‑based feedback and development plans: shift performance reviews to highlight strengths, set clear, achievable development goals, and pair employees with mentors or buddies.

  • Normalize help‑seeking and reduce stigma: run brief anti‑stigma campaigns, ensure confidentiality, and encourage leaders to model vulnerability and attendance at wellbeing activities.

  • Skills-building and resilience: offer short workshops on self‑esteem, cognitive re framing (CBT techniques), stress management, and mindfulness; deliver content in local languages (siSwati/English) and tailor to Eswatini work culture.