The Selfish Knowledge Gatekeeper
Knowledge is Power, But Sharing is Caring
Do you have a co-worker that keeps their knowledge to themselves?
They’re good at fixing things but don’t share how it’s done.
In my experience, there are two types of work colleagues when there is a process or system problem.
Those who keep the secrets, the workarounds, the hacks, the answers to themselves ….
……. and those who don't.
Those who love the power of knowing the answer and can provide a fix - making them feel God-like and necessary;
…. and those who are happy to empower others to self-serve their own solution next time.
There are two related reasons why non-sharing colleagues act the way they do.
They feel insecure about their role.
They love being congratulated for their expertise.
But here's the truth: those who hoard knowledge often find themselves stuck in their roles, while those who share freely tend to grow and advance.
Why? Because sharers become known as:
team players,
mentors, and
leaders.
They create a culture of collaboration and continuous improvement. Their colleagues and superiors recognise their value not just in solving problems, but in lifting the entire team.
By teaching others, sharers reinforce their understanding and often discover new insights. They become go-to resources not because they gatekeep information, but because they're known for their willingness to help and ability to clearly explain complex concepts.
In today's business world, no one succeeds alone.
The most valuable workers are those who multiply their impact by empowering others. They cultivate the best.
They are greenskeepers, not gatekeepers.
What to do about the Selfish Gatekeepers?
A team leader dealing with a knowledge-hoarding employee requires a thoughtful and strategic approach.
Here are some steps you can take:
Understand the root cause:
Try to identify why the employee is hoarding knowledge. Is it due to job insecurity, a desire for recognition, or simply a lack of awareness about the importance of sharing?
Have a private conversation:
Discuss the issue directly with the employee in a non-confrontational manner.
Explain the importance of knowledge sharing for the team and the organization.
Listen to their concerns and perspectives.
Address job security concerns:
If the employee fears becoming dispensable, reassure them that their value lies in their ability to contribute to the team's growth, not just in their individual knowledge.
Emphasise that sharing knowledge can actually enhance their position and reputation within the organisation.
Create incentives for sharing:
Implement a reward system that recognises and values knowledge sharing.
Include knowledge transfer as a key performance indicator in their evaluations.
Promote a culture of collaboration:
Lead by example by openly sharing your knowledge and experiences.
Organise team-building activities that encourage cooperation and trust.
Implement structured knowledge sharing:
Set up regular knowledge-sharing sessions or "lunch and learn" events.
Create a mentorship program pairing experienced employees with newer team members.
Use technology:
Implement easily accessible knowledge management systems where employees can document processes and solutions.
Provide training:
Offer training on effective communication and knowledge transfer techniques.
Assign collaborative projects:
Give the knowledge-hoarder opportunities to work closely with others, necessitating information sharing.
Monitor progress:
Keep track of improvements in knowledge sharing and provide feedback.
Set clear expectations:
Make it clear that knowledge sharing is a part of everyone's job responsibility.
