Who Gets the Credit?

For the past several months, my team has been working on a major project at our company. Each of us on the team has our assignments and areas for which we’re responsible. A senior colleague, however, has assumed the role as leader, which no one minded at first. But more recently, in meetings with management, she is taking credit not only for what she has accomplished, but for what the rest of us have contributed. The first time it happened, I didn’t say anything. But in the last meeting, it happened again. How can I address this problem with my boss without appearing to be a complainer?

Going to your boss at this point would be premature. The first thing to do is speak to your colleague in person. For example, you might say, “I was disappointed by what happened in the last meeting. I thought that the credit for what the team has accomplished was not allocated properly.”

Once you’ve expressed your side of it, you have to wait to see how other person reacts. Her response will determine what you do next.

It’s possible that your colleague will shrug off your concern with a comment such as “It doesn’t matter who does what; we’re all a team.” If so, you need to stand your ground to make sure your concerns are heard. Let your colleague know that the work done by the team needs to be presented as such, and not just the accomplishments of one person. If she’s really heard you, there should be a change in behavior in the next meeting.

A second reaction may be that your colleague will apologize, saying she made a mistake and assuring you that it won’t happen again. If so, then the next time you meet with management you can be assured that credit will be shared equally.

A third scenario is that your colleague might confront you with a comment such as, “I take credit where I can.” At this point, you need to proceed wisely so that it doesn’t escalate into warfare. Let your colleague know that you intend to speak to the boss and invite her to be part of the conversation. This will accomplish two things: give her another chance to back down and also let her know that you’re taking it to the next level.

It comes down to using your emotional intelligence as you confront your colleague. Make sure you don’t just level accusations, but give specific examples of unacceptable behavior. Your purpose is not to prove the other person wrong, but to ensure that team work remains exactly that: a project that is undertaken by the group for the good of the whole.

Questions? Bill@FromDayOne.com

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Your Extraordinary Career features proven success strategies and advice for recent graduates and young professionals from William J. White, who draws upon a successful corporate career, including as Chairman and CEO of a New York Stock Exchange-traded company. Bill is now Professor at the McCormick School of Engineering and Applied Science at Northwestern University, and author of the career book for young professionals, From Day One: CEO Advice to Launch an Extraordinary Career.

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Posted August 3, 2009.