Business Planning

Share Business knowledge With Employees to Improve Your Bottom Line

Knowledge is power, British philosopher Francis Bacon said 400 years ago, and there are a lot of people who swore by that aphorism as a management style.

By keeping all the knowledge – in this case, information about the business – to themselves, business owners and managers ran the show like a personal fiefdom.

Their paternalistic attitude was, “I’m in charge here. I’ll take care of it. The employees don’t need to worry their pretty little heads over anything; that’s why I’m paid the big bucks.”

So when business went south, and cuts were needed, mandates were pushed downhill with little or no explanation.

And far from easing employees’ worries, workers wandered – and wondered – in a clueless fog, knowing something was going on, but not quite sure what or how bad it was. Or how long it would last. Or if their jobs were in jeopardy.

What a great place to work, right?

Here are a few more problems with knowledge-hoarding:

o Promotes tunnel vision. Most knowledge is based on personal experience. There is a world of experience out there – some of it right outside the boss’ office door – that may help solve the problem.

o Stifles creativity. By blocking information flow, bosses prevent employees from growing.

o Inhibits flexibility. While management struggles alone to solve the company’s problems, competitors are drooling on the sidelines.

o Creates a hostile working environment. No one likes to be fed manure and kept in the dark; it breeds resentment and contempt.

Fortunately, this top-down, hierarchical management style began to lose favor after World War II as Japan – which used quality circles to solve workplace problems – re-entered the global economy.