“Most people don’t realize how often they complain because it has become a habit and, like all habits, it tends to be so familiar that it becomes invisible. Secondly, most people feel that it’s a good conversation starter because it’s easier to find common ground by complaining” (mindbridge.com). It’s no different with employees. Employees complain and gripe about the work, about the company, about the boss, about each other, etc. Even in situations where nothing is wrong, employees will try to find a way to complain about something. Then it happens. The manager joins the fray. He or she is right there with everyone else complaining. Maybe they’re trying to find common ground or get close to the staff somehow but it’s a bad idea.
Complaining leaders are hurting themselves and the organization. The direction of complaints eventually reach those in-charge of your job security and livelihood – your bosses; “Complaints go up, not down” (https://www.entrepreneur.com/article/232189#). Complaining also damages the one thing leaders need in an organization, buy-in from its people. The path of complaints to those who pay the leader and lack of buy-in from the people eliminate efforts and eliminate results, hurting a manager’s career while failing to deliver a company’s brand.
Complainers are selfish and deliver less work and less results. A complainer’s approach to status quo is to tenaciously think about who or what people, bosses, or organizations are doing for them – not what they themselves can do for others to produce more results. Complainers are constantly complaining about not having enough money and can’t comprehend why their efforts to complain cripple their own ability and the ability of others to produce more work. Instead of thinking “what can I do for you”, complainers think “what are you doing for me” and ultimately, selfishly figure out how to do less because it’s unfair to them.