Information and Power Hoarding at Work

Information management problems? Maybe it’s just poor workflow or maybe you are dealing with information hoarding! A good friend emailed me recently about the concept of hoarding at work. I write and speak extensively about individuals who sabotage others’ performance and damage workplace culture. The act of withholding information is a common tactic used by toxic employees. This article will outline examples of information withholding and power withholding, both aimed at maintaining the offending employee’s informal power at work.

Merely poor workflow?

Some workplaces flow work and information seamlessly from one work group to another. This doesn’t happen by accident. Optimum efficiency requires the identification of the key information required by each work group as products or information flow from a point of origin to the point of delivery.

Few companies have the discipline to step back from operational concerns to make a sound analysis of this key work process. But the concept of efficient work process assumes that workers are either attuned to effective processes or, are neutral and just passing work through to the best of their ability. There’s another story.

Rule of 1/3rds

When thinking of workplace dynamics, it’s helpful to picture three groups along a continuum. More details follow:

  1. Those who support the company, sound processes and strong personal performance;
  2. Those who are neutral, undecided and who want to do reasonably well but are averse to confrontation and not particularly ambitious; and
  3. Employees, who are suspicious of management, don’t particularly like the company and in some cases work against company goals to their own personal ends.

This last type of “toxic” employee is not guided by a code of ethics or duty to support coworkers to do their best. They are often motivated by personal gain. Their coworkers are either favored allies or those by whom they feel threatened. Information withholding is a means to marginalize those out of favor. More information on this dynamic can be found at: “All about Toxic Employees in the Workplace.”

Information Hoarding

Somewhat more benign information control might include individuals who wish to control certain kinds of information with good intent. A forms manager may be a little obsessed about ensuring that no one else makes changes to forms without going through the “proper” channels. This might serve a useful purpose – forms are well-organized and only the most recent versions are available.

Information Hoarders are at the more destructive end of the information-control continuum. These individuals deliberately deprive folks of needed information. This tactic increases their power and diminishes the power of those who are missing timely or crucial information. Examples can include:

  • Withholding or delaying key information that other departments need to do well.
  • Leaving names off invitations or the notice of a change in location or time of important meetings (think about the scene in the movie, “Baby Boom” where the lead female character is surprised when she comes into work and finds an important meeting is underway at an earlier time).
  • Omitting a name from a printed list of department staff or printing an alternative name so that the proper resource never receives calls and requests.
  • Omitting names from email distribution of updates, marketing information or other data that helps individuals do their best.
  • Denying access to electronically stored data or interfering with information needed to access this data.
  • Purposely ignoring email or voice mail requests for information or help.

Power Hoarding

Similar to Information Hoarding, Power Hoarding involves inflating one’s value or diminishing the value of others. Examples are:

  • Sabotaging the performance results of other employees.
  • Giving assignments that are impossible to carry out successfully.
  • Withholding credit or taking credit for others’ performance or ideas.
  • Limiting access to people who are powerful in the company hierarchy.

There are ways for Leaders to mitigate these tactics. Among them, speaking directly to the offending employee when he or she is caught using these tactics. If it was an innocent mistake it won’t happen again. If it is part of a pattern, consequences can be increased. If you are a coworker, the social dynamics and informal power structure at play may make you a target if you speak up. Don’t power struggle directly with these clever employees. You won’t win. My blog includes several other articles with comprehensive strategies for dealing with toxic employees in the workplace.

(c) Copyright 2015 BCS, LLC, do not reprint without permission.


Contact the author with questions or comments.
Bookmark the permalink.


  1. Great information. How do you deal with this if the person doing this is your boss and if you have “gently” requested to be looped into meetings and e-mail communication that you find you have been left off of that are directly impactful to your work? You understand that the person may be intimidated because you were bought in to assist with improving performance in areas where they have failed in the past and you have been able to do so. The person commits to looping you in as applicable and says it wasn’t intentional. But, you still find gaps and minimal improvement?

    You like the company and the people in general. But have to deal directly with someone like this and a management style that is far removed from your own? What can you do to appease this person if your dedication to success and hard work is just not enough for them to empower you/loop you in consistently? Cower and accept being left off e-mails and meetings so they can feel better about themselves?

    • Dear Maureen:
      This is difficult situation indeed. The supervisor generally has the power in your scenario. I think you may have to evaluate the chances of any positive change. Does your bosses boss like the way your boss is managing the department or is he/she a potential ally for you? In the end, you have to make a judgment about whether you are in agreement enough to stay and persevere in your feedback to your boss. I wish you the best in your efforts and your future.


Comments are closed