Think your team isn’t complaining? Think again. In many creative digital agencies, casual grumbling often happens at Friday office drinks. While this might seem harmless, it can fuel negativity, spread dissatisfaction, and slowly erode team dynamics. The conversations I often overhear revolve around workload, the disconnect between sales and project execution, management decisions, or other frustrations. So, how can agency owners and managers address these issues and increase team satisfaction constructively?
1. You might not be aware—and that’s okay!
As a manager or agency owner, it’s natural to have a limited view of the everyday reality in your workplace. With over 13 years of experience working across 12 agencies —both in-house and freelance as a designer, project manager, and operational manager—I’ve found that many leaders (including myself in certain roles) aren’t as in touch with daily work life as they think. That’s okay! Keeping a healthy distance helps maintain boundaries. But this separation also means you need a reliable bridge between management and the team to stay connected to team sentiment.
Some complaints I hear repeatedly:
- “The project I’m on was sold with way too few hours, and now I have to tell the client their expectations can’t be met.”
- “I’m never included in the sales process. If I had been, I would’ve spotted this issue from a mile away.”
- “I end up responding to the person who yells the loudest, instead of focusing on what I know is most important. It’s reactive, not proactive, and it doesn’t feel like my best work.”
- “My hours are crunched so tight, I don’t have time to create anything truly satisfying anymore.”
2. Perception shapes reality
In fast-moving industries like digital agencies, perception often is reality. How team members perceive their roles, their colleagues, and management decisions has a huge impact on their job satisfaction. When people feel heard and validated, they’re more likely to approach challenges constructively rather than negatively. Ensuring your employees know their voices matter can make all the difference.
3. Encourage open dialogue
Rather than letting complaints simmer in private, foster an environment where employees can openly share frustrations with management. This allows you to address issues before they turn into bigger problems—like watching your top talent leave for a competitor.
This allows you to address issues before they turn into bigger problems—like watching your top talent leave for a competitor.
4. Ask, but be ready to act
If you’re going to ask employees about their concerns, be ready to take action. The worst thing you can do is solicit feedback and then ignore it. Listening without follow-up worsens dissatisfaction and erodes trust.
5. Validation Is key
Everyone wants to feel heard. Even if you can’t solve an issue right away, simply acknowledging someone’s frustrations can have a huge impact. For all the “fixers” out there, remember—it’s not always about solving problems immediately. Sometimes, just saying, “I see you’re frustrated—can you tell me more? I want to understand,” opens up a meaningful conversation. And sometimes, recognizing that things won’t change, but explaining why, is equally satisfying when delivered with honesty and care.
For all the “fixers” out there, remember—it’s not always about solving problems immediately.
6. Balance time and effort
For anyone thinking this is all “touchy-feely” talk, let’s look at the practical side. Consider the cost of replacing a senior UX designer—both in terms of time and client goodwill. How does that compare to the time it would take to listen and provide support? More often than not, addressing concerns proactively saves significant resources and prevents turnover down the road.
7. The value of an external perspective
As a coach for creative professionals and project manager in digital agencies, I frequently hear what employees would never voice to management. People tend to open up more to someone outside their direct hierarchy, sharing doubts, frustrations, and even cynicism. By bringing these insights to the surface and turning them into actionable ideas, you create opportunities for growth—both personal and organizational. Even if certain issues can’t be resolved, simply addressing them can bring relief. Hanging onto unrealistic hopes for change can lead to chronic dissatisfaction, stress, and resistance to reality.
Sometimes, recognizing that things won’t change, but explaining why, is equally satisfying when delivered with honesty and care.
Conclusion
To increase team satisfaction, building a culture where complaints are voiced constructively, and employees feel heard, requires intentional effort. But the rewards – a more engaged, satisfied, and productive team – are well worth it. The key is to listen, validate, and optionally take action before frustration quietly erodes your team’s potential.
