How do you take credit without over doing it

Submitted by Anonymous (not verified)
in
Career Management

I have a hard time taking credit for things correctly. The only way I know how to do it today is to say "I did X". I'm not talking about goals I set with my boss or planned projects.

I'm talking about ideas I present to a peer (my boss' direct) which they go with or influence I have over decisions which are less obvious.  If my boss isn't part of the discussion I have with with my peer, how does he know the influence value I am providing to the organization and sees I have these "next level" skills? Doesn't need to be everything as I want to help my peer do well. I also want to ensure my boss understands the differentiated value I am bringing to the organization.

Any suggestions on how to demonstrate to my boss I am providing this value without saying "I talked to John about this and now he is doing it." 

Thanks for the advice

Gary

PS - here is my latest DISC profile - 7-4-2-2

Submitted by John Rosenau on Monday May 13th, 2013 12:51 pm

Gary -
2 somewhat contradicting thoughts:
1 - Unless providing guidance is a specific part of your performance goals (in which case, I would track it that way), I would let it go.  You are building goodwill with your co-workers which will help you be more effective in the long run.  Ultimately, your boss will see the outcome in the effectiveness of your overall work, not in once specific instance.
2 - You could provide information to your boss on any items that affect your team and just casually mention "Oh, and John and I were discussing (x) and I suggested (y).  John decided that was a good idea so that should help us because (z)."  Your boss is going to care the most when it comes to his team.
Hope that helps.
John

Submitted by Glenn Ross on Tuesday May 14th, 2013 10:01 am

Following up on the above post, you can also put it in writing in an email to "John." The primary purpose is to confirm that you both understand what was discussed or agreed to along with any other thoughts you generated since the meeting. In some circumstances, you may copy your supervisor.J Just be careful not to create the perception that you created the email for that purpose. (Don't create the email for that purpose, either. The greater danger here is that John will walk away and either forget the idea or remember it differently than the way you suggested it.)

Submitted by Gary Branger on Tuesday May 14th, 2013 10:20 pm

Appreciate the perspective from both of you. Specifically on letting it go and building goodwill. Something I needed to hear.
Gary