How to Complain at Work the Right Way and Get Ahead
Speaking up gracefully can impress your boss and help solve problems fast
Speaking up gracefully can impress your boss and help solve problems fast
Want to advance your career? Learn to complain well.
Stay silent and you’ll stew in resentment and let burgeoning problems fester. Speak up and you can alert leaders to hidden issues, fix the frustrating parts of your job and show you’re ready for the next step up.
Of course, you have to do it gracefully—or risk becoming the department whiner.
“You really don’t want to come in as, ‘Woe is me,’” says Dina Denham Smith, a San Francisco-area executive coach who works with clients such as DocuSign Inc. and Adobe Inc.
In recent months, she has heard from leaders frustrated by hefty workloads and head counts hollowed out by layoffs. Some managers and employees are irked by negative performance reviews they see as unfair, as companies move on from an era of gentle feedback and look for new ways to cull the ranks.
Ms. Smith advises clients to approach their bosses armed with potential solutions. Stick to the facts, and the impact the problem is having on the business. If your team is too small, what projects are suffering? What opportunities are you having to forgo because of this roadblock?
Lay out what you have tried so far to show you have taken initiative. Don’t be accusatory or gossipy. Pitch your proposed fix, but leave the door open for their input.
“Do you see other paths?” Ms. Smith recommends asking. If you rally your manager’s help in figuring out a solution, she will be more bought in and fight harder to get the change done with her higher-ups.
The words you use matter, says Jim Detert, a professor at the University of Virginia’s Darden School of Business and author of a book about speaking up at work. He advises avoiding overly definitive statements such as, “It’s obvious we should fix this,” or “It’s so clear we have a problem,” so you don’t alienate anybody who might think it’s ambiguous.
Other triggering phrases involve frequency, for instance, “You never do this,” or “You always do that.” The person you’re complaining to will immediately focus on trying to disprove your point, Dr. Detert says.
“You lose credibility because now you’ve sort of exposed yourself as exaggerating or ignoring inconvenient data,” he says.
Start statements with “we,” not “I,” showing you’re on the same team. To link ideas, use “and” not “but.” For example, instead of saying “I know this is your baby, but we need to move on,” try, “We’ve had a great start, and I have some ideas to take it to the next level.” The listener will feel less threatened, Dr. Detert says.
Remember that fielding complaints can be exhausting for the boss, who is often bombarded daily by pleas for resources, gripes about teammates and vaguely passive-aggressive demands from the head of that other department.
“We’re your workplace, not your babysitter,” says Ted Blosser, chief executive of WorkRamp, a maker of training software. Over the past several years, he says he has dealt with employee grumbles about everything from the company’s optional holiday party to burnout in folks’ personal lives.
These days, with the mood in tech shifting, he advises managers to keep conversations with workers centred on the nine to five. Constructive complaints about the business are fine in doses, he says, recommending workers focus 90% of their communication to higher-ups on general updates and showing they are doing the work. For the remaining sliver that is griping, be positive and concise, he says, and come armed with data to show the problem you are highlighting matters.
For instance, one of Mr. Blosser’s managers scheduled a 15-minute Zoom chat with him to point out that the company’s sales pitch was weak. She tallied up customer reactions and pinpointed the exact slides that weren’t resonating, he says. She didn’t blame the marketing team for the original language that wasn’t working. Impressed with her candour and proposed solution (new slides that ended up closing sales), Mr. Blosser now goes to her when he needs advice.
In addition to impressing a higher-up, complaining well could improve your performance.
A recent study by researchers including Dr. Detert found that sales employees at an insurance company who vented to peers about problems posted a 10% decline in performance. When workers took issues to their bosses, their performance increased by up to 15%. Instead of wasting time grousing, they brought the problem to someone who could do something about it, Dr. Detert says.
Unleashing your complaints without restraint can backfire. When Matt Plummer was denied a promotion at a previous consulting job, he immediately launched into a speech about how being passed over sent a message to all high-performers at the firm. He warned there would be an exodus as a result.
“As you can imagine, it didn’t go over well,” says Mr. Plummer, now the head of Zarvana, a coaching and corporate training firm. Though he earned the promotion during a subsequent review cycle, he says, the senior leader he complained to ignored him for months.
Now, when frustrated by criticism or a project gone awry, he forces himself to pause before deciding what to share.
Adam Steel, a scientist in the Baltimore area, used his commute to a previous employer to vent to an audience of one. There, in the privacy of his car, he would rehearse his points out loud.
“I would have these kinds of fictional arguments,” he says.
The exercise got the emotion out, and he’d sometimes realise his concerns were petty or easily slapped down by counterpoints. At the office, Dr. Steel would stress-test his complaints again with a close circle of peers, gauging whether the offending issue was affecting only him.
If so, he would stand down. If not, he’d speak up to his bosses. Calmly.
“So much depends,” he says, “on how you do it.”
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New research suggests spending 40 percent of household income on loan repayments is the new normal
Requiring more than 30 percent of household income to service a home loan has long been considered the benchmark for ‘housing stress’. Yet research shows it is becoming the new normal. The 2024 ANZ CoreLogic Housing Affordability Report reveals home loans on only 17 percent of homes are ‘serviceable’ if serviceability is limited to 30 percent of the median national household income.
Based on 40 percent of household income, just 37 percent of properties would be serviceable on a mortgage covering 80 percent of the purchase price. ANZ CoreLogic suggest 40 may be the new 30 when it comes to home loan serviceability. “Looking ahead, there is little prospect for the mortgage serviceability indicator to move back into the 30 percent range any time soon,” says the report.
“This is because the cash rate is not expected to be cut until late 2024, and home values have continued to rise, even amid relatively high interest rate settings.” ANZ CoreLogic estimate that home loan rates would have to fall to about 4.7 percent to bring serviceability under 40 percent.
CoreLogic has broken down the actual household income required to service a home loan on a 6.27 percent interest rate for an 80 percent loan based on current median house and unit values in each capital city. As expected, affordability is worst in the most expensive property market, Sydney.
Sydney
Sydney’s median house price is $1,414,229 and the median unit price is $839,344.
Based on 40 percent serviceability, households need a total income of $211,456 to afford a home loan for a house and $125,499 for a unit. The city’s actual median household income is $120,554.
Melbourne
Melbourne’s median house price is $935,049 and the median apartment price is $612,906.
Based on 40 percent serviceability, households need a total income of $139,809 to afford a home loan for a house and $91,642 for a unit. The city’s actual median household income is $110,324.
Brisbane
Brisbane’s median house price is $909,988 and the median unit price is $587,793.
Based on 40 percent serviceability, households need a total income of $136,062 to afford a home loan for a house and $87,887 for a unit. The city’s actual median household income is $107,243.
Adelaide
Adelaide’s median house price is $785,971 and the median apartment price is $504,799.
Based on 40 percent serviceability, households need a total income of $117,519 to afford a home loan for a house and $75,478 for a unit. The city’s actual median household income is $89,806.
Perth
Perth’s median house price is $735,276 and the median unit price is $495,360.
Based on 40 percent serviceability, households need a total income of $109,939 to afford a home loan for a house and $74,066 for a unit. The city’s actual median household income is $108,057.
Hobart
Hobart’s median house price is $692,951 and the median apartment price is $522,258.
Based on 40 percent serviceability, households need a total income of $103,610 to afford a home loan for a house and $78,088 for a unit. The city’s actual median household income is $89,515.
Darwin
Darwin’s median house price is $573,498 and the median unit price is $367,716.
Based on 40 percent serviceability, households need a total income of $85,750 to afford a home loan for a house and $54,981 for a unit. The city’s actual median household income is $126,193.
Canberra
Canberra’s median house price is $964,136 and the median apartment price is $585,057.
Based on 40 percent serviceability, households need a total income of $144,158 to afford a home loan for a house and $87,478 for a unit. The city’s actual median household income is $137,760.
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