A physician claims credit for your work in a team setting. How do you handle the situation professionally?

Well if they are that needy for credit and recognition for something that they did not do, I would graciously let them take credit. There will come a day when I might choose to whisper something in their ear when they do it again. Their history will define their future. That narcissist will not be surprised if I refuse to work with him or her and I will not need to say anything about why I take a hike.

Before even assessing intent, I would recommend taking a minute and not react immediately. Think about how important an issue this is for you. Is this something that would have significant impact such as leading to a promotion or advancement? If not, then consideration for "letting it go" might be an option. Also, is this a pattern? It may speak to the culture of the organization.

Address the situation privately with the physician, expressing your concerns calmly and professionally. Emphasize the importance of accurate credit for team morale and collaboration. If necessary, involve a supervisor to mediate the discussion. Focus on maintaining a constructive relationship while ensuring your contributions are recognized.

In a past project, I encountered a situation where a physician presented my research findings as their own during a team meeting. Instead of reacting immediately, I took a step back to assess the intent. Recognizing the possibility of a misunderstanding, I approached the physician afterward using motivational interviewing techniques. I asked open-ended questions to explore their perspective and shared my observations in a non-confrontational manner. This allowed us to clarify the contributions made by each team member without escalating tensions. We resolved the situation professionally, and I ensured my work was appropriately acknowledged in future discussions.

Regarding the evidence, you should provide research-like evidence such as authorship registration informed in both unofficial and official works to the institution as much as you can do to prevent intentional claims.

In my one of previous roles, I contributed significantly to a report on caregiver well-being, only to find out during a meeting that a physician had taken credit for the entire project. I calmly requested a follow-up meeting and presented key emails and drafts that clearly outlined my role. It wasn’t about proving the physician wrong but about highlighting the collaborative effort. The team acknowledged my contributions, and moving forward, we ensured better transparency in task ownership to avoid such misunderstandings.

I think it's important to assume good intent the first time this happens. You can say something such as "you may not be aware of how this came across, but..." If it continues to happen I would then escalate the issue to the next level, such as talking to a supervisor.

Seek clarity on facts and your own feelings. The first time, it may be a benign oversight. If it happens again, notice any patterns? What is the organization's culture? You may want coaching/advice from a wise and trusted person as well. With respect and empathy, sharing the facts and the impacts on you; listening to what they have to say and asking for what you need, usually leads to resolution. If not, share the situation and your approach with your leader for support on next steps.

It happens with me sometimes but usually of I see that it is trivial, I just let it go but I just make it feel to him that I can understands what has been happening. However, sometimes, I take it actively and communicate directly and make a clear discussion regarding any misunderstanding. Usually this solves the issue.

In another instance in another previous role, I encountered a situation where a physician was credited for a research study I had led. Rather than getting defensive, I scheduled a one-on-one conversation with the physician to discuss the oversight. I calmly shared examples of where my contributions had been key, supported by emails and project drafts. The physician explained that it was an unintended oversight, which I appreciated. We both agreed to ensure clearer communication in the future, and the matter was resolved without any escalation. This open dialogue strengthened our working relationship and avoided further misunderstandings. I was fortunate. The situation may not have turned out this way despite my efforts to communicate.

Am really proud that everyone is discussing this effort I made as if it’s his/her own “work” and effort. This work will benefit our patients for sure.

I agree with this statement. This is how I lead my employees and interns. They should have the ability to speak up when it comes to a patient concern, but they should do it with humility, respect, and fully understanding their concern regarding the patient in-question.

Acknowledge MD authority and remain humbly grateful particularly if supervising physician. Assert myself in proactive collaboration with more resilient fervor. Promote patient family advocacy quality health medical care and your contributions will be noted eventually particularly with very satisfied patient, families and corresponding circle of team influence.

If the physician is your boss and you made them look good then the mission was accomplished. Aside from that I do believe dynamics and culture play a huge part in everyone being recognized for their contribution. A round of high fives and kudos is like a daily vitamin, even if it must happen virtually. Everyone will understand that recognition will not be scarce and will feel encouraged to do the good works daily that warrant the recognition expected

When a physician claims credit for your work, address it privately and professionally. Request a meeting and calmly express your concerns by stating you noticed your contributions weren’t accurately credited. Emphasize the importance of fair acknowledgment and teamwork. Suggest open discussions about contributions before presentations or reports to prevent future issues. If the problem persists or you’re uncomfortable addressing it directly, consider involving a supervisor or HR, keeping the focus on improving team dynamics. Always maintain a professional demeanor to ensure a positive resolution and preserve working relationships.

Move forward, forgive, and monitor. People in the organization know who did the work. If it becomes reoccurring, then address it one to one with the provider, professionally.