Anonymous wrote:Eisenhower got it right: “Leadership consists of nothing but taking responsibility for everything that goes wrong and giving your subordinates credit for everything that goes well.”

Once you get used giving others credit (whether your subordinates or your leadership), you'll find that it puts you in a position of genuine strength in your org. It takes a little time, but you are truly building value for yourself and the org.

+1. This makes you look better as a manager.

But also, verbal credit isn't the only way work gets noticed. OP, don't call out your boss in a group setting. Be a little cunning here.

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:Eisenhower got it right: “Leadership consists of nothing but taking responsibility for everything that goes wrong and giving your subordinates credit for everything that goes well.”

Once you get used giving others credit (whether your subordinates or your leadership), you'll find that it puts you in a position of genuine strength in your org. It takes a little time, but you are truly building value for yourself and the org.

+1000.

If your report is so frustrated about lack of credit that they are calling it out in a meeting, you have screwed up.

Yes but also the report has screwed up. It’s pretty hard to think of a circumstance where that is the best way to handle the situation

+1. I give credit to the team but if someone did this I’d think they had no EQ, I wouldn’t trust them in high stakes meetings (which are a key part of the job) and would start a plan to push them out.

I recently told my supervisor that x going well was because of specific efforts I made, and laid them out. He said “well, the whole team did well.” A week later I told him that I ageeed the team did well, but it was under my leadership and efforts that enabled the team to perform well. He again dismissed that comment. A day or two later he was praising my efforts. It turns out the client called him and said it would not have gone smoothly without me doing x and that I made the difference for the team having such a success. I’m glad my supervisor got there, but frustrated it took external validation.

Report is probably OP and yes you screwed up badly and burned a bridge. Find a new job. You just don't do that in a meeting.

Anonymous wrote:

Anonymous wrote:Eisenhower got it right: “Leadership consists of nothing but taking responsibility for everything that goes wrong and giving your subordinates credit for everything that goes well.”

Once you get used giving others credit (whether your subordinates or your leadership), you'll find that it puts you in a position of genuine strength in your org. It takes a little time, but you are truly building value for yourself and the org.

+1000.

If your report is so frustrated about lack of credit that they are calling it out in a meeting, you have screwed up.

Yes but also the report has screwed up. It’s pretty hard to think of a circumstance where that is the best way to handle the situation

Anonymous wrote:I give all the credit to my team, in every circumstance. It makes me look good. I also rarely refer to myself as the VP of Finance. I introduce myself as being "on the finance team."

Same. Praise in public, prop up and compliment your team, take criticism for your area then correct it in private.

Anonymous wrote:I give all the credit to my team, in every circumstance. It makes me look good. I also rarely refer to myself as the VP of Finance. I introduce myself as being "on the finance team."

Yes, exactly right. As the Proverb says, "Let another praise you, and not your own mouth."

I give all the credit to my team, in every circumstance. It makes me look good. I also rarely refer to myself as the VP of Finance. I introduce myself as being "on the finance team."

Your boss should get credit for everything. He hired you usually.

Anonymous wrote:Eisenhower got it right: “Leadership consists of nothing but taking responsibility for everything that goes wrong and giving your subordinates credit for everything that goes well.”

Once you get used giving others credit (whether your subordinates or your leadership), you'll find that it puts you in a position of genuine strength in your org. It takes a little time, but you are truly building value for yourself and the org.

+1000.

If your report is so frustrated about lack of credit that they are calling it out in a meeting, you have screwed up.

Anonymous wrote:

If a direct report calls you out on it in a team meeting by stating that they took the lead and describing all the work they put in, how would you view that?

I would think they are disloyal, did an end run around talking to me first., get rid of them asap.

This is a very bad thing to do.

Eisenhower got it right: “Leadership consists of nothing but taking responsibility for everything that goes wrong and giving your subordinates credit for everything that goes well.”

Once you get used giving others credit (whether your subordinates or your leadership), you'll find that it puts you in a position of genuine strength in your org. It takes a little time, but you are truly building value for yourself and the org.

Anonymous wrote:I wonder if a boss might take the heat when it seems like a bad or risky idea

Quoting myself: that's what my boss would tell me when she stole my credit

I wonder if a boss might take the heat when it seems like a bad or risky idea

Are you reluctant to give credit where credit is due? If so, why (other than the obvious -you are taking the credit)?

If a direct report calls you out on it in a team meeting by stating that they took the lead and describing all the work they put in, how would you view that?