Complaining is Not a Strategy — It’s a Symptom
Let’s get one thing straight: Complaining is easy. It’s practically free, and it’s something everyone’s good at — like binge-watching Netflix or ordering food delivery. But here’s the catch: while complaining might get you a few pity laughs at happy hour, it’s not going to move the needle in life, business, or career. Complaining, my friends, is a symptom of what’s wrong, not a solution.
When I hear people complain — about their job, their boss, the economy, or why they didn’t get a promotion — I’m not hearing insights or strategies. I’m hearing defeat. I’m hearing the sound of someone who’s settled into the role of a spectator when they should be out on the field, competing. Complaining is like sitting courtside and whining that the team you bet on is losing. It’s passive, weak, and frankly, irrelevant. The winners are too busy making plays to bother with excuses.
Why We Complain — The Truth Hurts
So why do we complain? It’s not because we don’t know any better. It’s because complaining is the easiest path to avoiding a hard truth. The truth that maybe, just maybe, the issue isn’t “them” — it’s us. It’s easier to throw your hands up and bemoan your company’s lousy culture than it is to raise your hand and lead the culture change. It’s easier to grumble about the boss who “just doesn’t get it” than to take the initiative to educate, communicate, or — heaven forbid — get better at managing up.
The truth is a buzzkill. It reveals our shortcomings, shines a light on our inadequacies, and forces us to take a good, hard look at what we’re doing — or not doing. Complaining is like sugar — it feels good for about ten seconds, but ultimately leaves you craving for more while adding no real value.
Complaining: The Enemy of Progress
Imagine this: You’re in a meeting, and the boss just dumped a pile of new responsibilities on your lap. The clock is ticking, the deadline is unrealistic, and the team’s understaffed. Sound familiar? What’s your first move?
The lazy play is to complain. “This is ridiculous.” “We can’t possibly pull this off.” “They have no idea how much work this is.”
The strategic play is to evaluate and execute. Assess the situation, identify the resources you need, and start working the problem. Complaining is a momentum killer; it’s like putting the brakes on your own career just because the incline got a little steeper. Progress, in contrast, is fueled by action, not whiny resistance.
Complaining Is Contagious — And So Is Action
Let’s get into the psychology for a second. Complaining is contagious. You see someone at the office, complaining about the workload, and suddenly, you feel more overwhelmed, too. It’s like a virus that spreads in hushed conversations at the water cooler or in Slack messages dripping with cynicism. Pretty soon, your entire team is infected with a defeatist attitude, and productivity tanks.
But here’s the good news: Action is also contagious. In every group, there’s always that one person who steps up, takes the lead, and starts turning complaints into concrete plans. And guess what? People follow them. They’re drawn to momentum, not misery. Leaders emerge not because they whine louder, but because they take the first step in a better direction. So, if you want to be someone who matters, stop being someone who mutters.
Complaining Doesn’t Win Wars — Strategies Do
We’re in a culture that’s addicted to venting. Social media has made complaining a sport, a form of entertainment. But let’s look at the folks who really move the needle — entrepreneurs, CEOs, visionaries, thought leaders. They didn’t get where they are by marinating in complaints. They got there because they did something about it. Steve Jobs didn’t complain about how ugly cell phones were — he built the iPhone. Elon Musk doesn’t whine about climate change; he launches electric cars and rockets. You can agree or disagree with these people, but you can’t deny they take action.
Complaining doesn’t win wars; it doesn’t even win a skirmish. The only thing that creates value, that builds careers, companies, and legacies, is strategy. Strategy requires thinking, planning, and execution. It requires asking tough questions and then having the guts to act on the answers, even when the answers aren’t pretty.
The Anatomy of a Complainer — And Why You Don’t Want to Be One
If we were to dissect a professional complainer, what would we find? Here are the usual suspects:
- Lack of accountability: Complaints are all about shifting the blame. “If only marketing did their job…” “If only the board approved the budget…” “If only HR hired better talent…” It’s a way of saying, “It’s not my fault,” while letting the world know you’re a victim of circumstances.
- Fear of change: Complaints are often a mask for fear. Fear of uncertainty, fear of failure, fear of doing the hard work required to create a different outcome. Complaining is safe; change is scary.
- Desire for validation: Let’s face it — complainers are looking for attention. They want someone to pat them on the back, to validate their frustration, and to join them in their misery. But here’s the thing: great leaders don’t seek validation — they seek results.
Turning Complaints into Strategy
So how do you stop the cycle of complaining and turn it into productive action? Here’s a quick blueprint:
- Identify the root cause. Don’t stop at what’s wrong — figure out why it’s wrong. If you’re upset, dig deeper. Are you really frustrated with the workload, or are you struggling with prioritization? Is your manager truly the problem, or are you having difficulty communicating your value? Get to the heart of the issue.
- Brainstorm actionable solutions. If you’re going to criticize, make sure you have a better idea in your back pocket. Have a suggestion, not just an objection. “This isn’t working — here’s how we can improve it.”
- Take the first step. It doesn’t matter if it’s a small one — just move. Create a plan, schedule a meeting, or rally the team. Take any action that changes the status quo, and you’ll be surprised how quickly the complaining fades when there’s progress.
- Measure and iterate. Execution isn’t a one-time event. It’s a cycle. Plan, execute, evaluate, and adjust. Complaining is static, but strategy is dynamic. Keep refining until you get the result you want.
Be the Person Who Gets Sh*t Done
Life is full of challenges — some are unfair, some are frustrating, and some are downright infuriating. You can either sit back, complain, and wait for someone else to fix it, or you can become the person who gets sh*t done. The choice is yours.
Remember: Complaining is not a strategy. It’s the road to mediocrity, not mastery. So the next time you feel the urge to whine, take a breath, dig deeper, and start solving the problem instead of describing it. Because while complainers find excuses, winners find solutions.
Brian Fink is the author of Talk Tech To Me. He takes on the stress and strain of complex technology concepts and simplifies them for the modern recruiter. Fink’s impassioned wit and humor tackle the highs and lows of technical recruiting with a unique perspective — a perspective intended to help you find, engage, and partner with professionals.
