How would you handle a situation where a team member takes credit for your idea during a presentation?

If a team member takes credit for my idea during a presentation, I would calmly address the situation. Afterward, I’d have a private conversation with them to discuss what happened, express my feelings, and understand their perspective. I’d highlight the importance of teamwork and suggest ways to ensure proper credit in the future, emphasizing trust and credibility to avoid similar situations.

I had this happen to me twice during my respective administration and hospitality careers. Both times I stayed calm and smiled as the person who had claimed my ideas and subsequent reseafch was asked about in further detail. Then fish faced when they could not provide any more information.

Trabalhei intensamente por dois anos para fazer com que minha unidade alcançasse o primeiro lugar em todos os indicadores, resultando em um prêmio para a equipe. Fui promovido e transferido para outra unidade no final do ano. No dia da premiação, percebi que havia uma tentativa de atribuir meu prêmio ao novo coordenador. Apesar da situação desconfortável, mantive minha postura profissional e não reagi. A indignação das pessoas foi tamanha que elas levaram a situação diretamente ao diretor-geral, que acabou sendo informado do ocorrido.

If a team member takes credit for your idea during a presentation, address the issue privately with them, clarify the situation, and reassert your contribution. If necessary, involve a supervisor and document your work for future reference. For example, "Hey, I noticed the idea shared today was similar to what we discussed last week. Let's make sure we both get credit." Documenting Contributions: Keep a record of your ideas, such as meeting notes or emails. This can help substantiate your contributions if needed.

I’ve had both unintentional and intentional situations of folks taking credit for my idea or concept. When I’ve realized that it was unintentional, I just let it go. Sometimes people take credit for an idea to the point where they actually feel it’s an original thought. Find the humor in that and move on! And remember that wonderful scene in Working Girl, towards the end of the movie, where Sigourney Weaver and Melanie Griffith both had to explain how they came up with the idea of buying a radio station. It’s all in the details, right?

This is easier said than done. First, you'll need to tell yourself to be objective and calm. Intent cannot be assessed when you are overwhelmed by emotion. You can calmly address the situation immediately if you suspect it was an honest mistake. You can professionally correct the misunderstanding. If deliberate, you need to reflect on the possible responses that may come up when you address the issue (immediately and in private) and be prepared to respond appropriately.

Para avaliar a intenção de alguém, comece observando a clareza e a consistência da comunicação. Note se a pessoa tem um histórico de comportamentos semelhantes e se suas ações alinham-se com suas palavras. Preste atenção a sinais não verbais, como a linguagem corporal e o tom de voz, que podem revelar verdadeiras intenções. Pergunte diretamente sobre suas motivações e analise as respostas de forma objetiva. Considere também o contexto em que a interação ocorre e busque feedback de terceiros para obter uma visão mais ampla e precisa.

Before jumping to conclusions, I’d take a moment to consider the context. Was this an intentional act, or could it have been an oversight? Sometimes, people get caught up in the flow of a presentation and might not realize they’ve stepped on someone else’s toes. Understanding the intent can guide how I approach the next steps.

Speak up in a calm yet direct way to reclaim our power. People may see this as confrontation. It's about boundary setting, ethics and morals.

Agree it is a great demonstration of the team work! I have handled few scenario using this approach of adding value and insight. The picture is never complete without everyones contribution and it helps!

The topic here is Leadership Development. A leader doesn't crave recognition, but distributes it liberally to everyone who's a solid contributor. I'm thrilled to have someone steal and successfully promote one of my ideas. In the meeting, I'd say "Wow, that's a great idea! I'd love to be part of the team. What specific strategies have you considered for implementation?" They probably haven't thought that far ahead. If they have, I can engage in a brief exchange of ideas and suggest that we take it offline. If not, I say "I've given this some thought, and these are the first things I'd do...." Ideas are cheap. I wash a hundred down the drain every time I shower. What matters is implementation. And you just found your first team member.

In a truly collaborative environment, it will matter less and less whose idea something was to begin with. You want to start role modelling being the bigger person and creating this space where people can get curious by letting go of their ego. Try something like: "Thank you for building on my thoughts. If I understand correctly, you'd see this working with a slight modification - could you share more on how this is different to what we spoke about previously?" Listen, then proceed to (genuinely!) build on what is now on the table. You want to get to a place where people are happy to share "half-baked" ideas and pick up the baton from one another to turn them into fully cooked ones.

If a team member takes credit for your idea during a presentation, it's crucial to handle the situation with professionalism and composure. Instead of making a scene in the meeting, schedule a private discussion with the team member. During this meeting, address the issue directly and respectfully. Ask questions to understand their perspective and why they felt justified in taking credit. This approach shifts the burden of proof to the team member and provides an opportunity for them to recognise their mistake. By handling the situation post-meeting, you maintain the team's integrity while reinforcing a culture of honesty and accountability.

In the moment, there may be a smart quip you could use, but just about anything will look cheap, and as a small backhanded remark. Keep it classy, as usually, the truth comes out in the wash. After the meeting, if the situation warrants bringing the truth to light, consider steps like this: 1. Address it directly with the individual 2. Notify your leader immediately after, and directly share with them as required, not for credit, but for truth and let them know you have handled it 3. What other steps can you take to professionally show it was your work, without saying it, but showing it, and in a non-baggy or showy way (only if necessary) 4. Consider what you learned to avoid in the future 5. Move on. Little value comes from dwelling

When you address the issue privately, it's not just about expressing your feelings—it's about setting a precedent for future interactions. As a leader, you must articulate the impact of such actions on team dynamics and trust. Frame the conversation around mutual respect and accountability, and make it clear that the integrity of the team relies on transparent and honest communication. I challenge you to create a team charter that includes guidelines for acknowledging contributions, which can be a living document reviewed and reinforced regularly.

After the meeting, I’d approach the colleague privately to discuss what happened. I’d try to be direct but not accusatory—something along the lines of, “I noticed during the presentation that you mentioned the idea I had shared earlier. In the future, could we make sure to give credit where it’s due?” This can help clear up any misunderstandings and set expectations for the future.

I can usually resolve this sort of issue one-to-one. If it's a good idea, it doesn't really matter who gets credit. Posers tend to out themselves when they steal the result but don't understand the thought process that created it. Behavior of this sort is usually a pattern, and not an anomaly. I have no reservations about bringing the issue to HR. I make it clear that I'm not looking for any action to be taken in this particular instance, but I want to get it on the record in case it is happening to others (or it happens to me in the future). There has been at least one instance where a co-worker was called out and fired for a behavior that I brought to HR a year before. The pattern will be their undoing.

If the situation is still not getting resolved after talking to the colleague, or if it’s part of a larger pattern, I’d consider involving leadership. This isn’t about escalating the issue unnecessarily, but rather ensuring that there’s a clear understanding within the team about the importance of acknowledging contributions. I’d frame it as seeking guidance on how to improve collaboration and credit-sharing within the team.

Reflecting on such experiences is vital for long-term leadership development. Instead of just thinking about how to protect your ideas, think about how you can cultivate an environment where every team member feels valued and heard. Create opportunities for team members to present their ideas in different forums, and actively encourage cross-functional collaborations. This approach helps in building a more inclusive and innovative team culture. Implement regular team retrospectives to openly discuss successes and areas for improvement, fostering a continuous learning environment.

Finally, I’d take some time to reflect on what happened. What can I learn from this experience? How can I better protect my ideas in the future? Maybe this is an opportunity to grow in how I advocate for myself. Every challenge can be a lesson if I’m willing to look for it.