posted 29th September 2025
Ask most leaders or HR professionals and they’ll tell you grievances are inevitable. People clash, expectations don’t line up, frustrations build. Formal complaints become part of the landscape.
But I’ve seen something different in practice. Not a flawless utopia, but a culture where grievances were so rare they almost disappeared. It didn’t happen by chance. It was the result of consistent leadership behaviours, applied day after day.
Here are six practices that made the difference and what today’s leaders can take from them.
1. Leaders Were Visible and Goals Were Clear
You can’t build trust from behind a desk. In the workplace I’m thinking of, leaders were visible. They walked the floor, joined conversations and made themselves available. The Japanese use the term “Gemba Walk”, where managers directly observe processes, engage with employees and understand issues that employees are dealing with.
That visibility was paired with clarity. Everyone knew what the organisation was aiming for and how their role connected to it. Ambiguity breeds frustration and uncertainty; clarity creates shared purpose. And when people feel part of something, they’re less likely to escalate problems.
Practical step: Schedule regular, informal check-ins and carry out Gemba Walks. Pair them with regular updates on organisational goals so the link between effort and purpose stays visible.
2. People Felt Genuinely Heard
Grievances often arise when people feel ignored until they’re forced to take a formal route. The difference here was that listening was proactive. Leaders gave space for concerns, without rushing to defend or solve and asked employees what they felt could be the solution to the issues that were being aired.
Being heard was enough to defuse tension, particularly when managers were having meaningful conversations with their team. And when action was needed, employees trusted it would follow.
Practical step: When an employee opens up to you, just listen. Allow them to speak, explore the issue with them and then ask “what does good look like?” before jumping to solutions. You’ll empower them to come up with solutions that they are more likely to be bought into and they will feel heard.
3. Strong Relationships with Union Reps
This one took time. Building trust with union reps meant showing consistency, respect and openness. Over time, leaders and reps stopped acting as adversaries and started acting as partners.
That partnership meant early warning signs were spotted and addressed together. Disagreements still happened, but the tone was collaborative rather than combative.
Practical step: Invest in the relationship before you need it. A coffee once a month with a rep can prevent a formal meeting later.
4. Issues Were Addressed Early
Grievances fester when small problems are left unchecked. In this culture, leaders tackled issues as soon as they appeared and didn’t sweep them under the carpet.
It wasn’t about confrontation. It was about raising concerns early, framing them around improvement and support, not discipline. That approach meant fewer surprises, less defensiveness and stronger trust.
Practical step: Use the phrase, “Let’s talk about this now before it grows.” It sets a constructive tone and prevents escalation.
5. The Focus Was on Processes, Not Blame
When something went wrong, the instinct wasn’t to hunt for someone to blame. The focus was on process: what went wrong and what needed to be improved?
By focusing on systems rather than individuals, the emotional temperature dropped. People felt safe raising concerns because they weren’t volunteering themselves as scapegoats or worried that they were going to be disciplined. Leaders, in turn, gained insight into patterns rather than isolated issues, which ultimately created a physically and psychologically safe environment.
Practical step: Ask, “What in our process made this harder?” instead of “Who caused this?” It reframes the conversation into learning.
6. Coaching Encouraged Leaders to Reflect and Grow
Even experienced leaders fall into unhelpful habits, defensiveness, avoidance and over-controlling responses. Coaching changed that.
Leaders had space to reflect, test approaches and prepare for difficult conversations. That reflection meant fewer knee-jerk reactions and more thoughtful engagement. It also modelled growth: when leaders show they’re still learning, it encourages employees to do the same.
Practical step: Pair leadership training with coaching. Courses provide tools; coaching provides the confidence to use them well.
Lessons for Today’s Leaders
A grievance-free workplace doesn’t mean eliminating conflict. It means creating conditions where issues are handled constructively and rarely need to become formal.
The six behaviours that worked were:
- Leaders stayed visible and clear.
- People felt genuinely heard.
- Union reps were treated as partners.
- Issues were addressed early.
- Processes were improved, not people blamed.
- Leaders grew through coaching.
Together, these practices built a workplace culture grounded in trust. And trust, once established, changes everything.
Final Reflection
So, is it possible to have a workplace free of grievances? I believe yes, if you’re willing to invest in the behaviours that prevent them. Not perfection, but consistency.
The real test for leaders today is this: which of these six practices could you start experimenting with this month? Small shifts in visibility, listening and early, meaningful conversations might be the first step towards a workplace where grievances are the exception, not the norm.
