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Taking Credit for others work and bad leadership behavior
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Csr report
- 1. http://www.free-powerpoint-templates-design.com Taking credit for others work and bad leadership behavior
- 2. Agenda 01 Work Ethics 02 03 Bad Leadership Behavior How to Respond When Someone Takes Credit for Your Work
- 3. Work Ethics 01 03 02 06 Hardwork High productivity Reliability Dedication 04 05 Responsibility Punctuality
- 4. 1. Take time to calm down How to Respond When Someone Takes Credit for Your Work 2. Assess the severity of the situation 3. Remedy the situation 4. Be proactive about preventing it next time 5. Model good credit sharing
- 5. Bad Leadership Behavior Poor Integrity Lack Of Adapt ability Lack Of Accou ntability Poor Commun ication Skills
Editor's Notes
- is a belief that hard work and diligence have a moral benefit and an inherent ability, virtue or value to strengthen character and individual abilities.[1] It is a set of values centered on importance of work and manifested by determination or desire to work hard. Social ingrainment of this value is considered to enhance character through hard work that is respective to an individual's field of work. 1. Hard work Employees with a strong work ethic are hard working; they often go an extra mile to excel at the task. 2. Dedication Employees with a strong work ethic are dedicated to their job and often goes above and beyond what was required initially. 3. High productivity Employees with a strong work ethic tend to be more productive and efficient with their time. 4. Reliability Employees with a strong work ethic are reliable; you can rely on them to get the work done. 5. Punctuality Employees with a strong work ethic always respect deadlines and finish all their tasks on time. 6. Responsibility Employees with a strong work ethic adhere to workplace policies and rules and take responsibility for their behavior.
- Take time to calm down You may be tempted to call the person out right away, but Uzzi says this is a “big, big mistake.” There is no sense in making a scene in a meeting or confronting your colleague in the hallway. “You look petulant, like a kid who’s folded her arms and is pouting,” says Dillon. Plus “if you’re emotionally piqued at being ripped off, it’s not the time to talk about it. Neurologically your mind is not working at its best and you may get out-argued,” says Uzzi. Take a day or two to calm down. But don’t stew about it for so long that, by the time you talk to the person, you’re ready to explode. You also want to make sure the incident is still fresh in everyone’s mind. Assess the severity of the situation “Most people jump to conclusions and think right away: ‘They’re trying to make me look bad’ or ‘They’re only interested in making themselves look good,’” explains Dillon. But more often than not it’s just an oversight. “I see it with my students all the time,” says Uzzi. “During a presentation they intend to say ‘we’ but then under pressure, they freeze and end up using ‘I’ the whole time.” Consider the possibility that your credit-stealing colleague’s behavior might be unintentional. Or it might not be as egregious as you initially thought. Perhaps you remember that your boss did mention your name a few times during the presentation or recognize that your colleague was combining your brilliant idea with his. Uzzi suggests writing down what you would say to the person if you were to talk to her. Let that sit and then go back and look at it again. Ask yourself: How much does this really matter? Will it negatively impact my career? Not every piece of work has to have your name on it and managers often take credit for the work of their subordinates. “Making your boss shine is part of the gig,” Dillon explains. “You may not get credit for the idea or for slaving over the analysis, but hopefully your boss absorbs that you’re an important part of her team.” Remedy the situation If the credit-stealer acknowledges his mistake, talk about how you can make things right. Perhaps he can email the group thanking you for your contributions, or you can both go talk to your manager to set the record straight. Even if he’s not willing to do anything, you can take action. Use any opportunity to demonstrate your involvement with the project. “Whenever the project or idea is talked about — in person or via email — chime in with details or answers,” says Dillon, to prove your knowledge. And consider asking others for help. It can be uncomfortable to toot your own horn so find a third person who understands your contributions and can speak on your behalf in a meeting or when the project comes up in conversation. You might approach your colleague and say: I worked really hard on this report but sometimes find it hard to promote my own work. I would appreciate it if you asked me questions about it at the meeting. Then, in the meeting, this person can ask you and your colleague questions, such as: “When you two were thinking about these ideas, how did you approach this issue?” “This provides others with social proof of your work,” says Uzzi. “It plants in everybody’s mind who was actually responsible.” Be proactive about preventing it next time Uzzi’s research shows that in collaborative projects, it’s important to agree upfront on how credit will be allocated. Who will present these ideas to the senior team? Who will field questions? Who will send the email to the rest of the company? “At the same time, people need to be able to revisit these agreements if the expected proportion of contributions changes,” says Uzzi, so be flexible. Dillon suggests creating a chart of who’s going to do what. “Write it down and keep it in an email,” she says. Model good credit sharing If you’re generous and intentional about sharing credit, others are likely to follow suit. Never hesitate to ask your team: What’s the best way to make sure all of our work is recognized? Uzzi says that he used to add a slide at the end of his presentations with the name of everyone who had contributed to the research. “But I was rushed, and didn’t always get to the last slide,” he says. Now he gives his collaborators the deck beforehand and asks, “What do you think? Does it give appropriate credit?” At the same time, don’t go overboard and thank everyone who worked on any little part of the project. In an attempt to cover everybody, you devalue the contribution. Focus your recognition on the people who truly deserve it.
- 1. Poor Integrity One of my favorite leadership quotes is, "Integrity is the most valuable and respected quality of leadership. Always keep your word." It doesn't matter how capable, intelligent or effective a leader is. If they lack moral integrity, troubles are bound to follow. For one, employees look to their leaders for examples of what behavior is acceptable. If a leader is engaging in unethical behavior, it won't be long before the employees under them are engaging in unethical behavior as well. Sooner or later, a lack of moral integrity almost always leads to a person's undoing, which is why it should be a major red flag. 2. Lack Of Adaptability Great leaders know how to employ a range of leadership styles depending on what the situation calls for. The simple truth is that not all employees are motivated by the same factors, and there is no "one-size-fits-all" approach that will work in every situation. Good leaders recognize this and are fluid, while poor leaders may be stuck in their ways and unwilling to adapt to what the situation calls for. If you notice that a leader is stubborn, slow to adapt to changing situations and is demonstrating a "my-way-or-the-highway" attitude, they are likely a poor leader. 4. Lack Of Accountability The best leaders take accountability when things go wrong and give credit to others when things go right. Employees want to know that they are working for a leader who will give them due credit when they do well and not throw them under the bus when things go wrong. Some leaders, though, are unable or unwilling to shoulder this responsibility and instead deflect blame to others and take credit for themselves. In the end, this behavior is going to do very little to motivate a workforce to succeed. 5. Poor Communication Skills Great communication skills are by far some of the most important traits for a leader to have. It doesn't matter how effective a plan a leader is able to draw up. If they are not able to communicate that plan to their employees in a way that is easy to understand and motivating, then little progress is going to be made. Good leaders need to be able to listen intently and communicate clearly. If a leader is demonstrating an inability to communicate their ideas and expectations to others, they are not likely to be a very effective leader. Leadership can make or break any business. Because of this, there are a few key factors to consider before you join a new team or hire a new leader. These characteristics should also be applied to anyone trying to improve their own skills, as well. No matter the case, remember that great leaders must regularly demonstrate integrity, adaptability, vision, accountability and communication skills to effectively lead their teams to greatness.