Chronic Complainers In The Workplace

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We all know people who are chronic complainers. They spend inordinate amounts of time, each day, bending the ears of anyone who will listen, going into great detail about what is wrong with other people, policies or departments.

And, because like attracts like, unless you have done a good job of nipping in the bud, this 'below-the-line' type behavior - they never seem to run out of others who will listen, share and commiserate with them... which only lends fuel to their fire.

The problem with chronic complainers, is that they are quick to point out what is wrong, but slow to be part of the solution.

Most complainers, don't realize that their complaint really is a negative way, of requesting what it is they do want. A complaint like, 'We aren't appreciated around here', is really a cry for attention and, that they want to feel important enough to be noticed.

If you have a lot of people in your team complaining, take that as a clue, that maybe there is a bigger problem. Maybe your People System and your Technical System needs reviewing. Maybe people are feeling dis-enfranchised, unheard, or the systems, policies and procedures, you have in place, are hindering them (or making it more difficult than it needs to be) from successfully completing their work.

causes of complaints

However, if it is only the odd one or two people who seem to be complaining a lot (and your fairly confident that mostly your People and Technical systems are in good shape) then these tips may well help you get them focused on being part of the solution, not part of the problem.

Your Job Is To Drill For The Truth

To successfully stop complainers, see yourself as a 'Discoverer of the Truth' and help those who are complaining to do the same.

Chronic complainers tend to generalize and make vague statements, and often times haven't actually got to the bottom of why they are so frustrated. As their leader, you are responsible for drawing out from them what specifically it is they want.

By asking good questions, you can often discover what it is they are really thinking, and hopefully get them to have an 'aha' moment, and to consider fully their reason for complaining, and then shift them into focusing on the solution they want.

The four types of vague complaints that you might frequently see are:

  • Comparisons
  • Universal Generalizations
  • Unquestioned Rules
  • Deletions

You will inspire individuals and teams when you become successful at handling these types of complaints, so here's how to handle each one:

Comparisons

The person makes a comparison, but leaves out the basis for the comparison (which is a favorite tactic of advertising agencies). For example, "This is the worst computer on the market". To make sense of this complaint, you need to get to the bottom of it by asking questions like,

"Which market?" "By what measure is it the worst - on price, battery life, speed, customer service or what?"

Universal Generalizations

In universal generalizations people tend to use words like always, never, every, all, everyone etc. For example: "We never get our quality right". It is most unusual for anything to be never right, or always right, or always wrong etc.

You want to ask the person if their generalization really is universally applicable. "Are you sure we have never got our quality right, not ever once?"

By doing this you help them to break their complaint down, to something more specific and manageable.

You can the start them focusing on what actual events causes the quality to be off standard and start fixing the problem.

Unquestioned Rules

You've probably heard it before, "That's the ways we've always done it". Here, the person is quoting an unspecified rule, for which there isn't any great justification.

So now you want to get the person thinking, by asking questions like:

    • "What other ways could it be done?"
    • "What prevents you from ...?"

and

  • "What would happen if you did it another way?"
Deletions

Here, the person tells the story about an event, using 'high level' descriptions, or leaves out some essential information, for example: "People think things are really going downhill fast here". You need to get to the bottom of this by asking questions like:



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