Management Principle: Derived Credit

To achieve true professional leader status one must engage in behaviors that are counterintuitive. That’s why not everyone who is in leadership is really fit to lead! The real qualifications involve those who are good at the influence process (they understand and know how to work with humanity), and they realize their purpose in life is well beyond themselves–it’s about others. I hope you enjoy today’s principle.

leadership performance, engaging customers, managing talent, improving busness performanceDerived Credit. We all like to be acknowledged for our accomplishments, after all, this is why we went to school and continue to study the trade literature. What tempts us most is when someone else takes the credit for our work–we feel violated and angry. Yet, for the true professional who sees and discerns the big picture, he will forfeit all personal claims for the overall good of the organization. Jim Collins calls this person a Level 5 Leader. So how do we employ the principle of derived credit? It starts early in our professional career with a bent toward humility and a commitment to the team’s agenda versus our own. This is not natural behavior but necessary for those who seek sustainable, broad-based impact. It reflects emotional maturity, wholesome independence, and healthy detachment. It will oftentimes result in others giving you the credit. The strange thing is that once a person has mastered the principle of derived credit, receiving credit won’t even matter.

Coaching questions: How do you handle situations where others receive the credit for what you’ve done? How would you like to respond? What steps can you take? Write your answers in your journal.

Read more coaching principles from Dean Harbry on the Internal Innovations website.

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