How should you deal with information withholders in your organisation?
At work, most of us come across people who are intent on withholding information. They are protective of it and will sometimes provide vague answers to questions or might deliberately mislead you. While it is most annoying, one must understand that it is often due to a fear of losing power, influence and sometimes the job. They want to be indispensable to the organisation and hence hold on to information “for dear life” and are unwilling to share it with others including newcomers. Their behaviour may stem from insecurities about their education level and their ability to keep up or simply their desire to stay ahead of others.
The problem is: when information is concentrated in a withholder’s hand, the organisation is highly dependent on him or her and will face difficulties in case of absence or if that person decides to leave the organisation. Often, these withholders exercise an unconscious blackmail and managers may feel trapped.
The only way out to receive such information is to require that all information be documented so that it becomes available to the manager, the team and any newcomer.
The approach may be as follows:
- The manager must, first, clearly lay out the requirement that all know-how has to be documented in the organisation’s interest;
- To encounter minimal resistance, someone external to the team should be appointed to document the knowledge of the withholder. This person should have a neutral and open approach. There is nothing personal in documenting processes or procedures. Furthermore, this person should have the ability to challenge the withholder and shed light on any shady explanations.
Once the process is launched, generally, the withholder will give in. As it is all about facts and processes and not persons, they will start sharing. However, be prepared for a lot of resistance, negativity and criticism over the documentation. Remember: Patience is key.
Information withholders are after recognition and it is hard for them to let go. It is understandable. Be prepared for a lot of back and forth but with perseverance and empathy you will be able to obtain the information you need for your organisation.
It is important not to hold it against them. Ironically, an information withholder is often, without his knowledge, a key person in the organisation and not because of all the withholding. That person generally has been in the organisation for long, has dug deeper into certain topics and has gathered informal information. When you place yourself in that person’s shoes you may understand where they are coming from. They see it as a question of survival.
Occasionally, you may fall on a tough nut to crack. If the person does not want to collaborate, you could ask this person to train someone else. Replacements are needed and he or she will not be able to say no. However, if you notice that only part of the information is shared and that the knowledge transfer is not done in good faith, you may have to take difficult but important decisions.
In the end, as an organisation, you cannot have unengaged employees who do as they please and keep information to themselves. Hard as it may be, it is important to keep an eye open and ensure that knowledge is not withheld in any way or is in the process of being lost.
Knowledge is power and it is the organisation that needs to withhold it, not individuals alone.
