How should I handle a colleague who takes sole credit for our joint projects during leadership presentations?
The Question
I work closely with a teammate on various projects, but whenever we present our results to senior management, they consistently use "I" instead of "we" and fail to acknowledge my contributions. This pattern is starting to negatively impact my visibility within the company. I want to address the issue with them directly and constructively without seeming petty or competitive. How should I approach this conversation, and at what point would it be appropriate to involve my manager?
Answer
It is understandable to feel frustrated when shared work is repeatedly presented as one person’s accomplishment, especially when visibility affects how leadership understands your contribution. Addressing it is not petty; the key is to focus on the presentation pattern and its impact rather than assigning motives.
Ask for a private conversation soon after a presentation, when the details are still fresh. You might say, “I noticed that the presentation described several parts of our joint work using ‘I.’ I’m concerned that leadership may not understand how we divided the project. For future presentations, can we clearly identify who led each part and use ‘we’ when discussing shared results?” Mention one or two specific examples, then give your colleague room to respond. They may not realize how their wording sounds. End by agreeing on a practical change, such as dividing speaking sections, listing responsibilities on a slide, or reviewing the presentation together beforehand.
You can also make your work visible without turning the situation into a contest. Send concise project updates that name owners and contributions, keep records of your deliverables, and volunteer to present the portions you led. During a meeting, a calm clarification can help: “To add context, I handled the analysis and implementation, while we developed the overall approach together.” This corrects the record without attacking your colleague.
Involve your manager if the behavior continues after a direct conversation, if your colleague refuses to discuss it, or if the missing recognition is affecting performance evaluations, promotion opportunities, or assignments. Bring specific examples and describe what you already tried. Frame the discussion as a request for clearer project ownership and presentation practices: “I’d appreciate your guidance on making responsibilities visible during leadership updates.” If you are concerned that speaking directly could trigger retaliation or create an unsafe situation, it is reasonable to consult your manager or the appropriate internal resource first.