From the article:

> Complaining is not a character flaw; it is a response shaped by context, past experiences, and unmet needs such as recognition, belonging, or agency. When leaders interpret complaint only as negativity, they risk silencing the very signals that reveal what people care about. By seeing complaints as expressions of care in disguise, leaders can move beyond irritation and instead use inquiry to uncover underlying concerns, redirect energy, and invite ownership. In this way, what begins as frustration can become the raw material for contribution and engagement.

▲

yetihehe 2 days ago | parent [-]

> Complaining is not a character flaw

Sometimes it is. I was complaining a lot, but then someone had enough and explained to me that it isn't productive (complaining about every minor annoyance) and makes people not like me. Now I'm not complaining so much, only when I know how to change something or that it really needs to be changed. My life got a little better.

	▲	scott_w 2 days ago \| parent [-]
		I'm not making a claim one way or another. I merely quoted the article in response to this claim by OP: > Calling someone a complainer is corporate-speak for “they noticed the fire before leadership did.” Just so I'm being crystal clear: I was pointing out that the article already addressed OP's statement. I should also point out that your own comment doesn't refute the article. You just followed the article's advice for yourself rather than for a subordinate (which is fine).