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<p><img src="../../../../work/columns/tulgan/img/www_subdomain/xnuggets.gif" width="180" height="216" alt="X Nuggets by Bruce Tulgan">
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<font size="+1">
<b> <font size="+2">M</font>ANAGERS
<font size="+2">W</font>HO
<font size="+2">S</font>TEAL
<font size="+2">C</font>REDIT
</b>
</font> <br>
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<p>Published October 17, 1996
<p>
<b><a href="../../../../www_subdomain/work/archive/tulgan.html">Other Columns</a> by Bruce Tulgan</b><p>
Read the Tripod <a href="../../../../www_subdomain/work/interviews/960726tulgan.html">Interview</a> with the author.<p>
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<font size="+2">A</font>ssociate at a management consulting firm: "When I came back with answers for this manager, he would present the results himself and just take all the credit. That gets the junior level people to feel that they are just the worker bees... I didn't want to work hard for somebody like that."
<p>
<font size="+2">S</font>top thief!
<p>
<font size="+2">W</font>hen managers steal credit for Xers' work, they are stealing our most valuable property -- proof of our value in the job market.
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<font size="+2">O</font>f course, credit stealing managers are apt to say, "Just do your job... do what you're told. Even if no one else knows what you are doing, I sure appreciate it. And, you work for me, so that is what counts." Maybe in the workplace of the past.
<p>
<font size="+2">I</font>n the workplace of the future, we just can't afford to dedicate our time, energy, creativity, and labor to producing tangible results for which we don't get credit. After all, it's not like most of us come to the working world with a whole lot of capital resources. What most of us do have, however, is the ability to work hard, produce results and build up our career capital over time. It's like a long-term career strategy made necessary by the fact that most established employers don't offer long-term job security any more.
<p>
<font size="+2">M</font>ost of us look at our hard work as part of a slow and steady investment in our future. The value of the results we produce, the fruits of our labor, are like the regular short-term dividends on that investment. Getting credit, recognition, and appreciation for the valuable results we produce is like a bank statement -- confirmation that the dividends are being credited to the right account.
<p>
<font size="+2">W</font>hen managers integrate our work into their end products and take the credit, it's like a form of embezzlement. The results of having your work effectively stolen can be devastating. Like the victims of any crime, we feel demoralized, angry, and gun-shy about repeating the same behavior which exposed us in the first place. But, try hard not to respond in a passive-aggressive manner --- don't whisper under your breath, make snide comments, do a half-baked job or forget to meet your deadline next time. That will just make your claim for credit less credible in the long run.
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<font size="+2">S</font>o, what do you do?
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<font size="+2">W</font>ell, there is an old saying, "Vermin breed in dark places. If you want to see the vermin scatter, lift up the rock and shine some light on the situation." If a manager has stolen credit for your work, especially if it is a chronic problem, the best remedy is a little sunlight -- expose the thief. But, you don't have to point fingers. All you have to do is, in the most business-like manner you can manage, let several people at several levels know that the work in question was done by you... and try to include some proof that you did the work (like an earlier draft). They will figure out the rest.
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<font size="+2">B</font>ut, remember, the best medicine is often prevention.
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<font size="+2">H</font>ow do make sure up front that you will get credit for your work?
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<font size="+2">A</font>t the beginning of any assignment, define up front which results are your responsibility. Then, let your manager know that you are going to take the hit, personally, for whatever goes wrong. On the flip side, you can make sure to point out that you are going to do a great job because you know this is a great opportunity for you to shine. By the way, try to do this publicly, in writing if you can, and let multiple people know about this division of responsibility and ownership of results. Also, whenever possible, make sure to keep senior people in that loop. They will be impressed and you will be covered. But, you better do a good job!
<p> <center><img src="../../../../work/columns/tulgan/img/www_subdomain/goldennugget.gif" width="175" height="65" alt="The Golden Nugget"></center> <p>
<font size="+2">S</font>o, what is the impact on our work, when managers withhold credit? 29% of employees say they stop volunteering to do extra work if their managers fail to appreciate it. But, 41% say they are glad to go the extra mile for managers who give them credit and recognition.
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<p><a href="mailto:rainworld@aol.com">Bruce Tulgan</a> is the author of <a href="../../../../www_subdomain/work/interviews/960726tulgan.html">"Managing Generation X"</a> and the President of Rainmaker, a consulting firm that specializes in teaching organizations how to retain and motivate young talent.
<font size="-1"><p>© 1996 Bruce Tulgan. All Rights Reserved </font> <p>
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