Latest / New Manager Conversations with Fexingo: First 90 Days, Managing Former Peers, and Leadership Basics / How New Managers Can Handle a Direct Report Who Takes Credit
Transcript
- Lucas: So picture this — you're three weeks into your first manager role, and you're sitting in a weekly staff meeting when your newest hire, who's been there maybe two months, presents the rollout plan for the client onboarding project. And he's very thorough. He's got the timeline, the risks, the owner table. And every one of those owners is a person who did the actual work — but in his framing, it's all his. Luna: Oh, I've been in that meeting. The worst part is when everyone's nodding like that's just the way it is. Lucas: Right. And what do you do? You're new, you don't want to look petty, you don't want to undermine a team member in front of the group. But if you stay silent, you're telling your whole team that credit is a free-for-all. And that's a message that sticks. Luna: So what's the move? Do you correct him right there or pull him aside later? Lucas: Short answer — later. Almost never in the moment unless it's egregious. In-the-moment correction is a public humiliation and it's going to backfire on you, not on him. But you also can't let it slide, because the team is watching how you handle it. So you wait, you gather facts, and you have a private conversation. Luna: Gather facts — that's the part I'd skip if I'm being honest. I'd just be annoyed and want to confront. Lucas: And that's exactly why the first step is to check your own bias. Are you sure he took credit, or did he just present the plan? Sometimes a new person doesn't know the unwritten rule that you name your sources. So before you say anything, look at the actual emails, the project tracker, the meeting notes. What did he say, exactly? Who else was in the room? Is there a pattern, or was this a one-off? Luna: And if it's a one-off, maybe you just coach him. But if it's a pattern, you've got a real issue. Lucas: Exactly. And that's where the second step comes in — the private conversation. You want to be specific and neutral. Say something like, 'In Monday's meeting, you presented the onboarding plan as your own. I know Maya and Diego did most of the design work. Can you walk me through how you see the credit?' That's not an accusation, it's a probe. And it gives him a chance to explain — maybe he thought he was just being efficient, maybe he's insecure, maybe he genuinely didn't realize. Luna: But what if he doubles down? Says, 'No, it was my plan'? Lucas: Then you get more direct. You say, 'I have the project logs here, and they show Maya and Diego logged forty hours each on this. I need to make sure the credit reflects the work.' And you're not being mean — you're being accurate. You're also setting a precedent that you pay attention. Luna: And that's the third step — resetting how credit is assigned going forward. Lucas: Yes. Because one conversation might fix the behavior, but if you want the team to feel safe, you need to change the system. Start by naming contributors in your own updates. When you're reporting to your manager, say 'Maya and Diego built this, with support from Alex.' Model it. Then set an expectation — maybe in your next team meeting, you say 'When we present, let's make sure we name who did what. It keeps us honest and it makes our wins more visible.' Keep it positive, not punitive. Luna: I love that. And it's not just about fairness — it's about psychological safety. If people think their work is going to get absorbed, they stop contributing. Lucas: That's the real cost. And it's also a retention issue. I've seen high performers leave because they felt invisible. But there's another angle here — sometimes the credit-taker is actually a good worker who's just bad at visibility. And if you can coach them to share credit, you turn a problem into a strength. Luna: So what's the line between coaching and letting it slide? When do you escalate to HR? Lucas: That's a great question. Escalate when it's malicious, when it's crossed into taking credit for other people's work and then actively hiding it, or when it's happening after you've already had the conversation. If you've coached once, and it continues, that's a pattern you document. And if it's affecting someone's performance review or compensation, you have to fix that — even if it means reversing a decision. Luna: And document everything. Which is not fun, but necessary. Lucas: Right. But I also want to add a counterpoint — sometimes it's not about you. Sometimes you're a new manager and you're hypersensitive to any perceived slight, because you're still figuring out your own authority. So before you assume the worst, ask yourself: did this actually hurt anyone, or did it just annoy me? And is it possible the person just has a different communication style? Luna: That's a fair reminder. Like, if the work is getting done and the team is happy, maybe you let the small stuff go. Lucas: Exactly. But you don't let it become a habit. And that's where the system comes in — you make credit visible so the problem solves itself. One tool I love is a simple 'who did what' in the project tracker. Or a team applause channel where you publicly thank people by name. When credit is abundant, there's less incentive to grab it. Luna: That's a nice pivot. So it's not just about punishing bad behavior, it's about building a culture where credit isn't a scarce resource. Lucas: And that's the real lesson for a new manager. You're not just managing tasks — you're managing how credit flows through your team. And the way you handle that in the first ninety days sets the tone for your whole tenure. Luna: Can you give us a concrete example of a manager who did this well? Not a famous person, just like, a normal one. Lucas: Yeah. I remember reading a case about a nonprofit director who took over a team that was used to a credit-hoarding predecessor. In her first month, she started a 'kudos' ritual at the end of every all-hands — fifteen minutes where anyone could name someone who helped them. She didn't make it a big thing, just a routine. And within two months, the team's collaboration scores in their engagement survey went up by thirty percent. The credit-takers either adapted or left. Luna: That's a great story. And it shows that you don't need to be confrontational to change behavior. Lucas: Right. But you do need to be consistent. And you need to be prepared for the occasional uncomfortable conversation. But if you frame it as 'I want to make sure everyone gets recognized for their work,' it's hard to argue with that. Luna: And if you're the one who's being taken advantage of — like, your own manager takes credit for your work — what do you do? Lucas: That's a whole other episode. But briefly — you do the same thing. Document, then have a private conversation. And if your manager is a repeat offender, you might need to escalate to their manager or HR. But that's a scenario where you need to be extra careful about your own credibility. Luna: Makes sense. So, back to the direct report — is there ever a time when you should address it in the moment, like if it's a really big win? Lucas: Only if you can do it without humiliating him. Like, you could say 'Maya and Diego, great job on that plan — I know you put in the late nights.' That's a subtle correction that doesn't call anyone out. But if he's a repeat offender, you'll want to have the private conversation sooner rather than later. Luna: And what if the credit-taker is actually your former peer, now a direct report? That adds a whole layer of awkwardness. Lucas: It does. But the same principles apply. The only difference is you might have more history, so you need to be even more explicit that your role has changed. You're not being a friend, you're being a manager. And that means having the conversation even if it feels awkward. Luna: I think the key takeaway is that you can't ignore it. Silence is a decision. Lucas: Exactly. And if today's conversation helped you think through a situation like this, that's the kind of thing that makes this show worth keeping around. If you're finding value in these episodes, the way we keep it ad-free is listener support — there's a 'buy me a coffee' link at buy me a coffee dot com slash fexingo. Every little bit helps us keep having these conversations. Luna: Yeah, and we really do appreciate it. It's what lets us keep doing this. Lucas: So, back to the original scenario. You've had the conversation, you've set the expectation, and you're naming contributors in your updates. What's the one thing you should never do? Luna: I'd say, don't let it become a grudge. You have to trust that the conversation worked, and then move on. Lucas: That's right. If you keep bringing it up or acting like you're watching him, you're creating a hostile environment. You have to give him a chance to do better. And if he does, great — you've built a stronger team. If he doesn't, you have your documentation and you escalate. But you never want to be the manager who punishes someone for a mistake they've corrected. Luna: And I'd add — don't forget to recognize the good stuff. If he starts sharing credit, make sure you notice and say something. Positive reinforcement goes a long way. Lucas: Perfect. So the formula is: assess, address privately, reset expectations, and then reinforce. It's not glamorous, but it works. And it's a skill you'll use for your entire career, whether you're a manager or not. Luna: Any final thought? You always have a nice closing line. Lucas: Just that credit is like a spotlight, not a pie. When you point it at someone else, you don't lose light — you actually make the whole team more visible. And that's the kind of manager people remember.