I’m looking for advice on how to approach a conversation with my director.
Context:
I was previously in a dual reporting setup — reporting locally with a dotted line to a global function. Since last year, the structure flipped and I now report primarily into the global function.
Last year didn’t feel like a big shift due to ongoing reorgs, but this year the workload has noticeably increased.
Examples:
-New recurring global alignment calls (e.g. weekly 1-hour calls)
-New systems being implemented (ramp-up + transition time)
-Additional global projects
I’m not against any of these — I understand the intent — but cumulatively it’s becoming harder to manage everything effectively.
As I’ve recently stepped up into a more senior role, I want to handle this in a way that shows ownership rather than just “raising a problem.”
How would you approach this conversation?
Specifically:
How do you frame this as a prioritization discussion rather than sounding like you’re complaining about workload?
What’s the best way to ask for clarity on what to deprioritize? Also how to lead this conversation to ask for additional headcount?
Appreciate any advice, especially from people who’ve navigated global vs local reporting shifts.