askST Jobs: What to do if a colleague claims credit for an idea you suggested

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Q: A colleague is claiming credit for an idea I suggested. What can I do?

A: You should initiate a conversation by speaking directly with your colleague in a private, composed and calm manner, giving them the benefit of the doubt, says Dr David Leong, managing director of PeopleWorldwide Consulting.

“This approach can help clear up intentions and prevent misunderstandings, as the situation may just be a case of miscommunication.

“If the discussion does not lead to a resolution, consider bringing in your manager or a neutral third party.”

Dr Leong advises keeping the tone positive and collaborative, suspending any judgments.

“For instance, say, ‘I noticed the recent proposal we discussed came up in a meeting. Could we ensure that my contribution to the idea is acknowledged as well?’; or, ‘My name was missed out in the credit mention, can you help include it?’.”

The key is to avoid framing the conversation as a challenge. Instead, focus on shared goals and maintaining a constructive work environment, Dr Leong says.

Mr Sebastian Foo, an accredited Institute for Human Resource Professionals senior professional in the wholesale trade industry, suggests workers can approach their colleague who took credit for their idea, and ask to work on it together.

“Often, there is no need to emphasise your original authorship overtly as showing active involvement in developing the idea will underscore your contribution naturally.”

Still, if the colleague’s actions impact your existing team dynamics, project recognition or future rewards, it is important to assert your role promptly and appropriately, Mr Foo says.

“Claiming credit is clearly unacceptable when an idea is knowingly represented as one’s own without acknowledgement,” says Dr Leong.

Consequences for errant employees may include damaged reputations, loss of respect among colleagues and, depending on company policies, formal disciplinary actions.

“Persistent issues could impact career progression or even lead to termination in severe cases,” says Dr Leong.

Both experts suggest employees actively document their contributions.

Evidence that can be referred to in the event of disputes over credit include e-mails, meeting notes, chat messages or drafts, Dr Leong notes.

Meanwhile, employers can support a culture of transparency and credit-sharing by establishing clear policies, encouraging documentation and acknowledging contributions publicly, he adds.

“Such practices not only minimise disputes but also foster an environment where innovation is encouraged and valued.”

Dr Leong also suggests co-workers and bosses discuss how each person’s contributions will be acknowledged and define individual roles clearly at the start of every project.

“Before the final delivery, it is important to confirm how credit will be assigned, whether it reflects proportional contributions or equal sharing, and to agree on how each person will be cited.”

Nevertheless, Mr Foo cautions that being “excessively protective” of one’s work to prevent misattributed credit can be counter-productive, as it may strain professional relationships and hinder teamwork.

“Managers typically value team players who contribute positively to the work environment and share credit openly.

“In contrast, excessive protectiveness can be perceived as an obstacle to collaboration and growth, potentially limiting opportunities for advancement or leadership roles.”

He notes that such behaviour may be viewed as egocentric or distrustful, and the constant focus on credit allocation can create stress, job dissatisfaction and a reluctance among colleagues to share ideas with someone perceived as overly defensive.

Moreover, workers need to be mindful of how their own workplace culture and organisational norms affect the preferred way to credit staff, Mr Foo says.

“Team-oriented environments that emphasise collaboration tend to experience fewer credit disputes than competitive ones that focus on individual achievements.

“Furthermore, certain cultures may value self-advocacy, where claiming individual contributions is encouraged, while others may prefer employees to avoid asserting credit to maintain team harmony.”

Mr Foo adds: “Reducing conflicts can be achieved through consistent, open and public acknowledgment of individual efforts – giving credit where it is due, without fixating on it.”

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