Team members complain for different reasons, but an accumulation of complaints could point to more significant issues that you need to address, such as a job mismatch or a faulty system or policy, writes J. Ibeh Agbanyim, an industrial-organizational psychology practitioner and author. Investigate the source of complaints, treat the complainer with respect and be open to learning from their point of view, Agbanyim suggests.

Put it into practice: Don't be quick to quash complaints, Agbanyim cautions, because they may be pointing to something larger than just one team member with an ax to grind. "Treating team members like they matter can transform a workspace into a healthy work environment."

Keep your audience engaged during your next presentation by getting clear on what you want them to take away from your talk, prepare a strong opening and closing and conclude with a call to action, writes author and leadership expert Paul Thornton. Practice your presentation, paying attention to gestures, transitions, pauses and tone of voice, Thornton suggests.

Put it into practice: Before writing a word of your presentation, ask yourself these questions: What is the problem or opportunity you are addressing? Why is it essential to the audience? "Keep revising your answers until they are precise and clear," writes Thornton.

Others will perceive you as truly helpful instead of patronizing if you're aware of your motivation for wanting to help, you ask permission before offering advice and provide assistance in a way that they will value, writes people skills coach Kate Nasser. "Don't treat people the way you want to be treated. Treat people the way they want to be treated," Nasser advises.

Put it into practice: Avoid words that make others feel like you're minimizing or dismissing their feelings, Nasser suggests. For example, instead of asking if they are "just" concerned about a deadline, reframe it to ask if they are "primarily" worried about the deadline to invite a more substantive discussion.

A combination of statistical methods, used to analyze General Social Survey data, did not find a significant link between zodiac signs and indicators of well-being, according to a study in the journal Kyklos. Researcher Mohsen Joshanloo said a second post hoc analysis also found the "predictive power of zodiac signs is statistically indistinguishable from a randomly generated categorical variable," suggesting that "consulting astrological signs tells us just as little about a person's level of well-being as simply putting them into a category based on a coin flip or rolling dice."

Otter 841 has reemerged at a popular surfing spot near Santa Cruz, Calif., after keeping a low profile since October to raise a pup. The otter gained a following on social media for chasing surfers and even biting and commandeering surfboards, but US Fish and Wildlife Service officials warn that otters' teeth are sharp enough to bite through shellfish, and they can inflict serious injuries on people who get too close.

If your team is complaining a lot, it may be time to get to the root of the problem. If complaining continues, you may find that your best people will be walking out the door. I've experienced this phenomenon in two past jobs. In both, we had leaders in place that no one on staff found approachable, so we complained among ourselves.

In one job, when there was a mass exodus of good people, human resources finally got involved, pulling each of us in for private meetings. We all had the same complaint against one manager in particular. Even after hearing all of our complaints and losing many of us to different departments or different employers, that manager remained in his position for many more years.

This is what is frustrating for employees. Even if leadership hears complaints, they only sometimes take action, which means a company culture declines and harms the company.

J. Ibeh Agbanyim's advice is sound. Complaints can point to problems that need attention before your top talent bolts for greener pastures. Let your people know you want to hear their concerns, address them as best you can and be open to learning from them.

"Treating team members like they matter can transform a workspace into a healthy work environment," Agbanyim writes.

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