| Are you working in a company or law firm where | | | | matter what the particular content of complaints, |
| leaders recognize the value of people expressing | | | | it turns out that most of us have an experience |
| discontent? How do leaders in your company or | | | | at work that we perceive as obstructing our own |
| law firm handle employee complaints? One of the | | | | well-being, growth and development. |
| most powerful questions one can ask is "Does our | | | | This conversation about what we can't stand is so |
| company culture encourage leaders to | | | | universal it goes unrecognized and accepted as |
| immediately address the complaints of workers?" | | | | normal. Obviously we recognize complaints from |
| Emotionally intelligent and socially intelligent leaders | | | | others more so than from ourselves. Complaining |
| create a culture that encourages open | | | | grows like a weed. The problem is that it does |
| communication and discourages unproductive | | | | not usually lead to changing anything. |
| complaining. | | | | To be fair, complaining may help people let off |
| What are people complaining about in your | | | | steam. It can also create alliances and support |
| organization? | | | | because one realizes they are not alone. But it |
| The objects of disaffections may vary but griping | | | | rarely accomplishes more than this. It doesn't |
| is always in season at work. When things go from | | | | transform anyone or anything. It often leaves |
| bad to worse the discussions end up in the | | | | people feeling worse by virtue of the negative |
| manager's office. When they don't, they form an | | | | feelings that flourish. |
| undercurrent of discontent and resentments that | | | | Working with a seasoned executive coach trained |
| is counter-productive. | | | | in emotional intelligence and incorporating leadership |
| People spend vast amounts of time complaining. | | | | assessments such as the Bar-On EQ-i and CPI |
| They invest amazingly creative energies coming | | | | 260 can help you become a leader who creates a |
| up with clever ways of expressing their | | | | positive work culture and climate that values |
| discontent. No matter how sophisticated, | | | | productive communication and minimizes |
| however, a complaint is unpleasant to listen to. It | | | | complaining. You can become a leader who |
| can instill an aura of negativity and un-productivity. | | | | models emotional intelligence and social intelligence, |
| It becomes contagious. At its worse, it poisons | | | | and who inspires people to become happily |
| relationships and sabotages team efforts. | | | | engaged and aligned with the vision and mission of |
| We all complain, no matter what our position. No | | | | your company or law firm. |