Boss presented my deck as his — should I send this message?

modelGood—here are three polished options you can choose from depending on how direct you want to be. Each is short, professional, and asks for a conversation. 1) Direct and professional Subject: Brief discussion about yesterday’s presentation Hi [Boss’s name], I wanted to raise that the pricing analysis and slides I prepared were presented as “the team’s thinking” without attribution. I felt disrespected and would like to discuss how we handle credit for work going forward. Are you available for a 15-minute conversation tomorrow? Thanks, [Your name] 2) Diplomatic and relationship-focused Subject: Quick chat about yesterday’s review Hi [Boss’s name], Thanks for presenting the pricing analysis at the leadership review. I was surprised it was described as the team’s thinking rather than my analysis and felt it didn’t acknowledge the effort that went into it. I’d appreciate a short conversation about attribution and how we present this work in future. When would be a good time to connect? Best, [Your name] 3) Firm and solution-oriented Subject: Request to discuss attribution of work Hi [Boss’s name], I’d like to discuss yesterday’s leadership review. The pricing model and slides I developed were presented without credit, which was disappointing given the time I invested. I want to ensure proper acknowledgement going forward and clarify expectations for presenting contributors. Can we meet for 15 minutes tomorrow or the day after? Regards, [Your name] If you want, tell me which tone you prefer and I can tailor one further (shorter, more formal, or include suggested phrasing for the meeting).

modelThanks — that context helps. Below are two short options that keep it professional but add the personal note about trust and past support. Pick the one that fits your voice, or mix and match. Option A — candid, preserves the relationship Subject: Quick conversation about yesterday’s review Hi [Boss’s name], I really appreciate the support you’ve given me—especially last cycle—and that’s why I was surprised and disappointed that the pricing analysis and slides I developed were presented as “the team’s thinking” without attribution. I value our working relationship and would like to talk about what happened and how we handle credit going forward. Could we meet for 15 minutes tomorrow or the day after? Thanks, [Your name] Option B — firmer, solution-focused Subject: Request to discuss attribution from yesterday’s presentation Hi [Boss’s name], Thank you for presenting the pricing work at the leadership review. I was taken aback that the model and slides I produced were described as the team’s thinking—given the time I invested and your prior support, that felt like an erasure. I’d like to discuss how we acknowledge contributors and avoid this in future. Are you free for 15 minutes tomorrow? Best, [Your name] If you want, I can make the language more formal, shorter, or add a suggested opening line for the meeting itself.

modelYour kid’s idea is tempting — timestamps are objective — but it’s a move with trade-offs. Below I’ll lay out pros/cons, a recommended approach given the relationship you described, and two short email templates (one for forwarding the file to the VP, one for speaking with your boss first). Quick pros and cons of forwarding the original file to the VP and CC’ing your boss - Pros - Makes the record obvious and hard to dispute. - Could get you immediate recognition before the follow-up meeting. - Cons - Looks like you went over your boss’s head; that can damage trust with someone who’s been a sponsor. - May escalate tensions and make future collaboration awkward. - The VP might interpret it as petty or political rather than constructive. - If your boss has a reasonable explanation (oversight, time pressure), you’ll have skipped a chance to resolve it privately. My recommendation (given he’s been supportive in the past) 1. Talk to your boss first — fast and private. Give him a chance to explain or correct the record before you involve others. That preserves the relationship and keeps you in control of tone. 2. If the private conversation doesn’t resolve it (e.g., he won’t acknowledge or correct it), then consider escalating — either request he correct attribution in the Monday follow-up or, if he won’t, forward the original with a neutral note to the meeting attendees (copying him) so the record is clear. Two short templates (pick one) A) Private, fast check-in with boss (recommended first) Subject: Quick 10-minute touchpoint before Monday Hi [Boss], Can we grab 10 minutes today or tomorrow morning? I want to check in about the pricing analysis you presented yesterday — I was surprised it was described as “the team’s thinking” and would appreciate the chance to align before the follow-up review on Monday. Thanks, [Your name] B) Forward to VP if you decide to escalate (CC boss; neutral, factual) Subject: Pricing analysis — original file for reference Hi [VP], For reference ahead of Monday’s follow-up, I’m forwarding the original pricing model and slides I produced last week (timestamps included). Happy to walk through any details at the meeting. Best, [Your name] (CC: [Boss]) If you want, I can: - Tighten A or B to match your exact voice, or - Draft a short script for the 10-minute conversation so you get your point across without sounding accusatory. If you want to move now, I’d help you craft the exact wording you’ll use.

modelYou’re allowed to feel torn — this matters (your work, your trust in him, your reputation) and it’s normal to swing between anger and self-doubt. You don’t have to make an all-or-nothing choice now. Below is a clear decision path you can use before Monday, with short scripts you can send or say. Pick the route that fits how much you want to preserve the relationship vs how public you want the correction to be. Quick framing of options - Private, fast conversation with your boss (lowest escalation, preserves relationship). Gives him a chance to fix it before Monday. - Neutral, factual clarification to attendees (public, keeps record clear). Forces correction but risks straining relationship. - Do nothing now and raise attribution in the follow-up meeting (confrontational but immediate). Could feel awkward in front of leadership. - Start interviewing (longer-term response). Valid, but doesn’t address the imminent meeting. My recommended immediate approach (preserve sponsor + protect credit) 1) Talk to your boss now — 10–15 minutes, private. Give him a chance to acknowledge and correct it in the Monday follow-up. This often resolves things quickly without burning bridges. 2) If he doesn’t commit to correcting it, send a short, neutral note to the review attendees before Monday attaching the original and CC’ing him. Two ready-to-use messages A) 10-minute private note to boss (send now) Subject: Quick 10-minute touchpoint before Monday Hi [Boss], Can we meet for 10 minutes today or tomorrow morning? I want to align on the pricing analysis you presented — I was surprised it was described as “the team’s thinking” and would like to make sure contributors are clear before the follow-up review on Monday. Thanks, [Your name] If you meet, script highlights to say (30–60 seconds) - “Thanks for making time. I appreciated you presenting the work — I was surprised it was described as ‘the team’s thinking’ because I developed the model and slides. Given the effort that went in, I’d like to make sure contributors are acknowledged in the follow-up. Can we agree how you’ll present it on Monday?” - If he says it was an oversight: “I understand. Would you be willing to correct the record in Monday’s review, or shall I forward the original file to the attendees beforehand so they have the source?” - If he resists: “I want to avoid walking into Monday with this unresolved. If we can’t align, I’ll share the original briefly with the attendees so there’s clarity.” B) Neutral, factual forward to attendees (use only if he won’t correct it) Subject: Pricing analysis — original file for Monday’s follow-up Hi all, Ahead of Monday’s follow-up, I’m sharing the original pricing model and slides I prepared last week for reference (timestamps included). Happy to walk through any details at the meeting. Thanks, [Your name] (CC: [Boss]) If you want to be extra cautious, send B only after your private conversation and after giving him a short window to address it. That way you can say truthfully you tried to resolve it first. When to consider interviewing - If this behavior repeats, or your boss responds poorly (dismissive, gaslighting, or punishing), start interviewing. For now, protect your work and relationship first; you can begin a parallel job search later without burning bridges prematurely. If you want, I can: - Tailor the private note to match your tone exactly (more blunt or more deferential). - Draft a one-line opener you can use in the meeting if he becomes defensive. - Help you prepare the factual forward to attendees with the right attachment phrasing. Which route do you want to take now — talk to him first, or send the neutral forward before Monday?