There’s a moment that creeps up on many founders. You’re cruising through your week – you’re halfway through your emails, eyeing the to-do list, maybe wondering if it’s too early for another coffee – and someone pings you on Slack or gently sidles up in the office and says:
“Hey, have you got a minute? Something’s been bothering me…”
And just like that, your brain goes full DEFCON 1 with amygdala overload.
Grievance incoming. Is it a minor gripe or a full-blown legal landmine? Should I listen? Should I call HR? Is this going to end in a tribunal? Will I be on the front page of the Daily Mail with my head in my hands by Friday?!
Deep breath.
It’s important to remember that not every moan is a disaster in disguise. But some are. And your job – like some of the other roles you never wanted to sign up for when you started your business -is to figure out which is which, and handle it like the composed, grown-up business leader you keep telling yourself you are.
First rule of grievance club? Don’t ignore it
People don’t generally complain for fun. They’re usually frustrated, confused, or just want to be heard. The worst thing you can do is brush it under the rug, or chuck out a “Let me know if it keeps bothering you” while bolting to your next meeting.
If someone raises something – even if it feels trivial to you – treat it with respect. Listen properly. Ask a few thoughtful questions. Oh, and try not to interrupt with solutions while they’re still mid-sentence (I know that you think it’s helpful and isn’t that what they want but unfortunately not always!).
Sometimes, just the act of someone being heard is enough to defuse the whole thing.
Some things need a coffee. Others need a bit more.
A bit of tension between colleagues? That can usually be dealt with over a walk-and-talk and some clarity over who-does-what and some careful feedback.
Not sure about the new accounts they’ve been put on? Probably also the same.
But once you cross into topics like bullying, discrimination, safety issues or repeated concerns that haven’t been addressed, there’s a line indicating that you’re now in formal territory.
Definitely at this stage, take a look at your own grievance policy to see how you’ve communicated that you will handle these things – as the last thing you want to do is score an ‘own goal’ by not doing what you say you will.
But as a rule of thumb – if it’s written down (and yes, email/ Slack can count too) or serious enough that you’d feel uncomfortable explaining your handling of it in front of a judge, then it’s serious enough to follow a formal grievance process.
OK, it’s formal. Now what?
Once you’re in formal-land, the key is to stop winging it and start following an actual process (and if you’re panicking because you don’t have a grievance policy, please stop reading this, ping us an email or call and we can sort you out with one asap).
This should cover:
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How employees raise a complaint
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Who investigates it
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Timings, meetings, appeals
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What’s expected of all parties
And for the love of calm mornings, document everything. That includes what was said, when it was said, what you decided, and how you communicated it.
This isn’t about being bureaucratic: it’s about being able to show, later on, that you handled things fairly and reasonably. Also, you will forget the details, no matter how good you think your memory is.
But what if I get it wrong?
You might. You’re (likely) not a therapist or a lawyer. You’re a founder with a Slack channel buzzing, a client chasing you, and someone else about to resign in a huff over desk moves.But if you take it seriously, be reasonable, look into and follow up, then you’re half way there.
But don’t try to be a hero. If something feels out of your depth – too legal, too complex, too fraught – bring in HR advice. Sooner rather than later. You don’t want to find that you’ve accidentally made a situation worse while trying to “have a word and clear the air.”
And if it is a big deal?
That doesn’t mean you’ve failed. It means someone trusted you enough to speak up.
Your job now is to show them they weren’t wrong to do so.
Investigate fairly. Communicate clearly. Don’t let it drag on. Treat everyone involved with dignity.
And once it’s done? Learn from it. Update your policies. Talk to your managers. Ask yourself, “What would have helped us spot this earlier?”
So what’s the takeaway here?
Grievances aren’t signs that your business is broken. They’re signs that people care enough to speak up. That’s not a failure but it’s an opportunity.
Some moans are just that. A bad day. A misunderstanding. A need for a proper chat.
Others are warning signs of deeper issues and deserve a careful, considered response.
Don’t panic. Don’t dismiss. Don’t delegate without checking.
Handle them like a leader who’s building a business with backbone and heart.
Because you know what’s worse than dealing with a tricky complaint?
Not dealing with it at all… and waking up three months later to an ACAS letter, a tanked culture, and a court date.
And yes, then you really will need that strong coffee.
At The HR Hub, we’ve helped resolve hundreds of complaints over time, helping sort the right way forward for all parties.
📩 Drop us a line or book a call here to discuss confidentially and without obligation any concerns you have – we’d love to help.You can find us a line at hello@thehrhub.co.uk or call 0203 627 7048
Not a phone or email kind of person but want to get in front of some of these issues? Grab my book, The MAGIC of HR, for more practical tips to build a culture that actually works.
