We tend to ignore or write off the complainers…but, what if they are right?

I am sure if I asked you to identify people in your office who are the “complainers,” you are going to think of somebody. You will think of that person who always brings up what is wrong. They are the one who, in a meeting, when all is well, has to bring everyone else down. When the complainer speaks, the rest of us are thinking, “it’s just their problem,” or “it’s not that big of a deal,” or, “they are making a mountain out of a molehill.” I have worked with chronic complainers. They see the glass as half empty. They always see what is wrong, even if it seems like a small issue. If someone is labeled as a chronic complainer, because they seem quick to point out  what is wrong, they can get written off. Their perceived negative persona may lead them to not be well-liked in the organization.

But, what if the complainers are the canaries in the coal mine? What if they are pointing out the problems we ignore, don’t want to see, don’t want to acknowledge or don’t want to deal with? Complainers are often the people that won’t let go of a problem that exists and that really needs to be taken care of. Often it’s a problem that an organization has passively chosen to ignore. A subtle organizational agreement may be, “things are going good enough, and the bottom line is not hurt, why rock the boat?” There are reasons* organizations accept or ignore problems. Organizational members may ignore problems because we want to avoid taking on something unpleasant or to avoid a conflict. Maybe team members have seen their peers have a bad experience with management when someone has tried to deal with a problem. It’s possible that what lies under the problem is a mess and we don’t want to open a can of worms.

Here are some considerations related to the complainers we work that may help us see them in a less negative and more helpful way:
1. Complainers identify problems that others have passively accepted.  If a problem isn’t affecting everyone and its consequences aren’t seen by everyone, the organization as a whole may accept the problem rather than deal with it. Problems that are undealt with can eventually lead to major issues that hurt everyone. The next time the “complainer” won’t let an issue go, ask your team if the agency has accepted a problem that could lead to much bigger issues down the road.
2. Complainers may identify a problem we don’t want to talk about. Sometimes problems are challenging to discuss because they involve people who we don’t want to confront or processes that are sensitive.  As long as the problem isn’t out of hand it’s easier to leave it unspoken. Is your organization ignoring a problem because the people involved make it hard to confront?
3.Complainers are the organization’s warning system. As we’ve said, some problems start small, but if left unattended, have big consequences. Consider valuing the person labeled as a complainer and see them as pointing out problems early, when they are manageable and small.
4. Complainers should be engaged. If you have a staff member who is focused on identifying what is wrong, engage them in conversation. Ask them questions about what they see and what it means in their mind. You may begin to see them as insightful rather than as an antagonist. I have learned a lot from taking the time to listen to people who are chronic complainers, because they often have an understanding of issues that are not as well understood by others. Try to understand how they view the problem. Complainers often have a unique perspective on circumstances and problems that is worth understanding. The complaining person’s perspective can give a leader a much broader understanding of the system than if they are left unengaged or ignored.
5.Complainers may eventually become whistle blowers. If a person who’s chronically complaining is left ignored long enough, their frustration may grow to the point of them reaching out to regulatory authorities to correct the problem. A simple conversation with them could have saved the situation.
6. They challenge groupthink. Irving Janis, in 1972, defined groupthink as “a mode of thinking that occurs when a group’s desire for unanimity overrides realistic appraisal of alternatives.” Often the person perceived as a complainer is really just challenging the organization’s groupthink, which can keep it from looking at problems or dealing with problems.
7.Let them know they are appreciated for being vigilant. One way to turn a complainer into an ally is by letting them know how much they are appreciated. The more you engage them and get to know how they view an issue, the more you may appreciate them. A regular conversation with people who tend to be negative can go a long way in making them part of the team.
8. They want to be heard. Often, people who are complaining have the best interest of the organization in mind. From their perspective, they see a problem that is not being resolved and by listening to them we may be really helping save a big consequence in the long run.
9. Found out their vision of a solution. What do they want to see happen? I find asking a person who’s a complainer what they would like to see happen is a really good way to gain their allegiance. Often, it’s not that they really want something done. They just want others to know that the problem exists and that people are aware.
10. They may be protecting your blind spot. I have blind spots as does every leader.  Groupthink can be a phenomenon that leads an organization to completely ignore a real issue. Complainers may be a gift to help you see what you don’t see and fix a problem that exists that is going to really hurt your organization.

To help our organization and to be better leaders, let’s change our attitude toward complainers. Let’s start to see them as the warning lights or the safety and security force that happens to have a very heightened sensitivity to danger. In the end, it may save you and your organization from a lot of trouble.

• * Why Good Organizations Sometimes Fail. https://performanceexcellencenetwork.org/pensights/why-good-organizations-sometimes-fail-pen-jan-2025/
• * The Psychology of Resistance to Change. https://neurofied.com/the-psychology-of-resistance-to-change/