Employees are often in the perfect position to see what doesn’t work in an organization, and are important collaborators in meaningful change. But, it takes assertive diplomacy. I wrote about this here. There is an art in complaining up, down, and sideways.
Meaningful change management is a conversation on what truly matters to all stake-holders: the employees, their managers and leaders, the shareholders, vendors, and those they serve. To be sure, not all bosses are secure in their authority, nor are all employees comfortable in challenging authority figures. But those who persist; those who are willing to rethink options, assumptions, and focus on ideas, not personalities, can implement meaningful change.
When this topic comes up in the organizations where I consult, we discuss and practice three important principles to complain up, down, and sideways:
- Focus on the facts. Everyone is prone to bias and blindspots. Ensure your points are based on fact-based evidence, and be prepared to back it up with verifiable resources and research. Dig to find other points of view so you are prepared to counter them.
- Test your assumptions. Before presenting your ideas to your boss, find people who can play devil’s advocate and explore your assumptions. They will either disprove your premise and prompt you to rethink your course of action, or they will validate your path and boost your confidence.
- Understand the difference between correlation and causation. When there isn’t a lot of research or science, correlations may be the only evidence available. But, just because there’s a link between two issues doesn’t mean one provoked the other.
The Art of Complaining
Just as leaders and managers should begin their appeal for change with why, so should the employee. Why is this issue important to you? Why is it important to those you serve?
When sharing your opinions, differentiate between facts, perspectives, and feelings. Use “I” statements:
- “I have found…”
- “I believe… “
- “I feel…”
Select your audience. To initiate and collaborate on meaningful change, you need to engage with other collaborators: someone who has the desire and power to collaborate on a solution. Before you choose your audience, be clear on your goals. Do you want to vent, build a coalition, identify collaborators, or prepare and test your complaint?
Identify solutions. Be prepared to contribute to collaborative solutions for your complaint. Identify the outcome you are seeking, and the action you are proposing. Always emphasize the solution when describing a problem.
Choose your tone and emotions. A complaint usually arises from an emotional place. However, communicate in a calm, rational manner. Appeal to emotions with direct, factual information that reference the values under which your organization operates.
What do you think? How do you complain up, down, and sideways? I’d love to hear from you. I can be reached here, on LinkedIn, or give me a call: 561-582-6060.
This Post Has 2 Comments
Sadly, a terrific topic! Thank you addressing it so succinctly! Complaining without thoughts on improvement or positive action are usually without value and often come from those who stir up trouble and then walk away.
Thanks for commenting Pat. People do not realize they become a bigger problem than what they are whining about. Leaders find solutions, not more fuel to the fire. We know the house is on fire, help put it out!
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