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Any Complaint or Criticism Made Requires a Viable Solution Offered
Written By: Ron Franke | ![[Email]](http://www.ceboa.com/images/email.gif "Email Ron Franke") Ron Franke
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Over the years in business and management I've come up with several rules. The rule I'm talking about here regards complaints and criticisms in the office. The rule is quite simple. The person who makes the complaint or provides some criticism must also provide a viable solution to the underlying problem.
A well run company is able to be so because the company has established a solid set of business best practices and has a well trained and cohesive staff. Yet, even well run companies run into problems and processes that either don't work or, once worked and are starting to fail in their prior ability to deliver the product of that process. A clear sign that some process has or is failing is when staff members begin to complain, criticize, and when stress levels increase. A good manager recognizes these signs early on and acts to solve the underlying process problem.
A better manager sets up an environment where each staff member is empowered to recognize process problems and bring them to the attention of management. This "better manager" also sets a policy of openness in the office where problems can be talked about and resolved. A key factor in this process management is a recognition that the individual making the complaint is involved in the underlying process and very likely has ideas about why the process isn't working and how to make it more effective.
When a staff member makes a complaint the really good manager makes that complaint a learning opportunity. This manager takes every complaint seriously and offers the staff member the time and opportunity to discuss the issue, the underlying process, and identify one or more solutions that solve the problem. This is a learning opportunity for both the manager and the staff member. The staff member learns how to examine business processes and how to identify process problems and solutions. The manager learns that there is a process problem and gets the opportunity to work in tandem to fix that problem. Both the staff member and manager learn how to better communicate with one and other while at the same time establishing or reinforcing a level of trust.
Naturally, not everyone has the skills for detailed understanding of business processes, process analysis, and solution crafting; but everyone is capable of providing some level of information that can be part of the solution.
A complaint by it self has no business value. In fact a complaint by itself has negative consequences within an organization. This is why it's important that a complaint have a corresponding offering of some form of solution. It's important for two reasons. First, it starts the process of fixing a problem and provides at least initial information about the problem and possible answers. And secondly, it gives the individual raising the issue a level of empowerment and a stronger feeling of being part of the organization's overall success.
So, here's the idea. Create an environment of openness and empowerment regarding business processes and solutions. Make it easy for staff members to identify problems and make suggestions. Reward your team for improving the work environment and quality of the delivered product from a given business process. Recognize that all staff members can contribute at some level in imporving the organization and in the vast majority of cases your staff actually want to be engaged in improving their work environment and work quality.
It's important that staff members view their job as being a solution provider beyond their basic job duties. Doing so makes the company more effective and ultimately more profitable.