Thriving in Chaos: How NYC CEOs Can Turn Complaints into Opportunities

NYC is a city of endless opportunities and just as many challenges. Running a business in the largest city economy in the world requires courage and adaptability. I’ve run into riots, parades, rats, traffic, tourists, gas leaks (you name it) just trying to make it to work. No one needs to be better equipped to deal with chaos than a NYC CEO! But in that chaos, sometimes it’s easy to focus on the hardships and lose sight of the possibilities.

“In business and in life, we’re put to the test not when things are going right, but when they get chaotic. How we react can be the difference between success and failure, and determine whether our team comes together or falls apart.”

That quote comes from Vistage Worldwide, Inc. Expert Speaker, Corinne Hancock Scott a globally recognized expert in building world-class leaders, effective teams, and cultural proficiency in chaotic environments. She has over a decade of international aid and development experience working worldwide, developing bold leaders, building highly effective teams, and delivering medical training and care. Corinne translates her expertise from working in chaotic environments into real results through effective and interactive keynote presentations, corporate training, and executive coaching, helping organizations and individuals THRIVE IN CHAOS. Currently, she’s with the Peace Corps in Namibia for the next two and a half years, so I’m excited to share some of her wisdom here.

Corinne’s tools and insights are some of the most valuable resources I’ve found for leaders during times of chaos, and for NYC CEOs, there is always chaos!

Chaos: Embracing Complaints

There are countless factors and components that create chaos, but regardless of why it started or what it is, where you find chaos, you will probably find complaining.

Complaining is an expression of dissatisfaction and annoyance with the situation, and it’s easy to interpret complaints as whining or an excuse for inaction. While some companies try to prohibit complaining, Corinne believes that complaints are an opportunity for exploration. She says,

“Where there is a complaint, there is a commitment.”

In that mindset, it is a leader’s responsibility to move beyond the surface-level annoyance and identify what the complainer is committed to.

In order to get beyond the complaint and identify the commitment, you have to get curious.

“During the conversation, adopt a mindset of curiosity. Beware of false consensus bias, which can influence the attitude of “If I don’t personally experience it, it must not be true” or “If it’s not a big deal to me, it shouldn’t be to them either.” When an employee complains about a particular topic, consider the intention.”

To get to the commitment behind the complaint, two behaviors are prohibited. You cannot problem solve and you cannot dismiss the merit of the complaint. It is only then that you can ask open ended questions that will get to the heart of the matter.

Quick Takeaway: Next time someone on your team complains, use these questions to dig deeper:

? What is causing your challenge?

? What is the impact?

? What are you afraid of?

? What do you want?

? Why do you want it?

? What can you do about it?

? What can I do about it?

Corrine has used this technique of curiosity and questioning for many years in countless situations, and I have also found it to be effective.

Managers often seek me out to complain about their coworkers. When I ask what is causing the challenge, they often identify character flaws or incompetency of the other person. I don’t argue with their assessment or minimize it. I ask them what is the impact of this on them, what they are afraid of and what they want. These questions are necessary for them to know that I am listening, care, and truly want to understand the situation. Once that trust has been established, I can ask why they want what they want. That’s usually where I get to the commitment behind the complaint. Sometimes the commitment is to respect, other times it is to excellence, sometimes it is to clear communication. Regardless, almost without exception, the commitment is to get the work done, and in that, I ask them what they can do about it and how I can help.

Time and time again, this has proven the best way to move out of the mentality of helplessness that chaos provokes, see beyond the stress of that chaos, and shift into successful actions.

Corrine reminds us:

“We have everything we need to solve our own problems. We do! Our problems are unbelievable opportunities for amazing growth. If you really look at everything you are most proud of, the greatest accomplishments have all come from our most challenging times. There are no shortcuts ever.”

Final Thoughts: Every challenge is an opportunity. Complaints, frustrations, and chaos are unavoidable, especially in NYC. However, how you engage with them will define your leadership and your business’s resilience.

Are you embracing the chaos and turning complaints into catalysts for growth? The tools are at your fingertips—are you using them?

Let us know your experience in the comments.