Need advice navigating multiple leaders.

17 Comments

1. Barb HansenFebruary 12,2026 at 11:13PM UTC

   What you’re describing is working in a matrixed reporting structure, even if the company doesn’t formally call it that. Functionally, you have two managers with different scopes, priorities, and expectations, and that can get messy fast.

   There’s actually quite a bit of good guidance out there on how to survive, and even thrive, in matrixed organizations, so I’d recommend searching for “how to work with two managers in a matrixed company.” It helps to know that what you’re experiencing is common, not a personal failure or a communication gap on your part.

   Practically speaking, here’s what I would do:

   I’d have a direct conversation with your formal manager and ask how they want to be kept informed. Not approval, just visibility. That reframes the relationship away from control and toward transparency.

   After your first update, I’d proactively ask something like, “Is there anything you’d like to weigh in on or any advice you’d offer?” They may say they don’t have anything to add and that’s fine, but it signals respect, inclusion, and openness.

   Often, the discomfort you’re sensing isn’t about the work itself; it’s about feeling sidelined or out of the loop. Giving your manager a predictable, low-friction way to stay informed can reduce tension without pulling them into decisions that aren’t in their scope.

   Matrix roles are exhausting, especially when expectations aren’t explicit. Clarifying communication norms, rather than trying to please everyone intuitively, can make this much more manageable.

2. AnonymousFebruary 13,2026 at 12:22AM UTC

   Thank you so much! I truly appreciate your feedback. I'll definitely look into matrix orgs and tips on how to navigate them further. I love your suggestion on reframing convos (away from control and more toward transparency) with my formal manager.

3. Tiana MumfordFebruary 13,2026 at 1:57PM UTC

   Greetings,I would ask for clarity and ask the expectations , and let the manager know what you perceived in the past how the structure was working, then ask has there been any changes that you are unaware of.All you can do is what you know to do. That way you can try to avoid the nonsense and unessary meetings and conversations for the future. Blessings

4. AnonymousFebruary 14,2026 at 6:57PM UTC

   Yes! Thank you so much for your input.

5. Eileen RedmondFebruary 13,2026 at 2:32PM UTC

   I work in a similar 'matrixed' situation. The product manager directs my work, and I have a different reporting manager who has little knowledge or oversight of my day to day. However- importantly- they DO have control over my raises and promotions. I have 30ish minutes every Friday to send them a high-level overview of projects, statuses, roadblocks, issues/concerns ( those I'm willing to put in writing), and accomplishments. I just update weekly in a rolling fashion, like if I document a roadblock one week, I update with any changes the next week. Its not a lot of overhead for me, and keeps him informed so he has no surprises when talking with his 'peers' ie; the PM I work with regulary.

   every one is happy and I have a record of my work at review time.

6. AnonymousFebruary 14,2026 at 6:56PM UTC

   Love this! I definitely could improve on my 1x1 update approach with my direct manager. Thanks for sharing and great to hear has been effective for you.

7. SheilaFebruary 13,2026 at 4:21PM UTC

   Would it help if you provide a generic weekly written update? That may smooth some ruffled feathers and just let people know what you are working on, so they feel included and "in the loop" so to speak

   • Attend staff meeting on Tuesday - discussed Blah
   • Working on Project XYZ - provided updates on Digital outcomes to so & so

   Sometimes that is all they want.

8. AnonymousFebruary 14,2026 at 6:54PM UTC

   Yes, I've tried this approach well! The issue I ran into is that these updates (which are posted in a Slack channel) got overlooked or didn't produce any feedback/sign off when I needed it. I also produce short video recordings too!

   I still do them though because if nothing more, I can always point back to a timestamp of when I provided said update so it doesn't appear as a lapse of me under-communicating.

   I don't mind over-communicating, I guess, I'm just trying to make sure I strike the right balance in giving people the info they need while also remaining productive on my deliverables.

9. AnonymousFebruary 13,2026 at 6:24PM UTC

   Go to the higher level person and explain to the this dilemma, ask them to come up with a way to keep your direct manager informed but not in tiny nuanced ways so that you have to get permission to do things the way they have smoothly been working so far. Perhaps a joint meeting once a week, or month (depending upon how often it makes sense) will fix this small problem. It doesn't sound like a power play that you are dealing with but more of a they want to know kind of thing which would be much easier to fix. Don't get caught in the cross fire should they have issues with one another, if any of that ensues step away and let them work it out without your presence. Be sure after you work to solve this that you do it as you have brokered with them so that it does not fall into the same problem again.

   You can do this!

10. AnonymousFebruary 14,2026 at 6:49PM UTC

    Thank you so much! Exactly correct, this is not a power play situation; it's all about making sure I keep both informed. I had a meeting the other day with the higher level person this week to connect about this very dilemma of keeping folks informed. We discussed bringing back our meeting loop back because it appeared those worked. However, I'm also aware that meeting culture at work is also something we're trying to improve too.

    I'm willing to try the meetings out again to see if that helps improve communication. Thank you again for your input and support! I can definitely do this!! ;)

11. AnonymousFebruary 15,2026 at 5:40PM UTC

    OP above: Glad I could help with some wise advice. Often once you get the wheels back on track you will find those meetings will happen less and less or be shorter and shorter. If you adopt an approach that is used in many engineering organizations, a daily 15 minute stand up works great. If you are all in the same place you do it daily, and set priority expectations and workflows in that stand up (no chairs, just standing and talking) and then regroup the next day about what was done and needs doing for the next day, etc. etc.

12. AnonymousFebruary 16,2026 at 10:11AM UTC

    Feeling out of the loop is that manager's problem. Covering up their insecurities but framing it in terms of supporting you is their way of hiding their need for control . No big deal. Just nod and thank them for their support. Steer clear of their paranoia whereevee possible. Don't trust what they say and watch their motivation with an understanding that everything they do is about them.

13. AnonymousFebruary 19,2026 at 4:19PM UTC

    I feel this way, too! I agree that remaining aware is key. They often say things to me like "it's about visibility" but I decode that as "I don't understand what you're doing and because I don't see it, I don't know what's happening" (which is untrue, just paraphrasing what I pick up at times). At the same time, they often punt a lot of my sign off/feedback loop to the senior director to have the final say. Literally, they bring up "have you talked to XYZ, I think they'd be the best person" = this is how they're "coaching and supporting me." And I don't feel that's "guidance" when I have 1x1s with my senior director, anyway and I usually already have their sign off so yeah...lol It's wild. Thank you for this advice! Much appreciated.

14. AnonymousFebruary 16,2026 at 1:29PM UTC

    Start a weekly wrap up for your direct manager. Send them a summary every Friday of what you've done in the week and what's in the pipeline that way they can see what you are working on and if there is something they can do to help or need to be aware of.

    Secondarily. This weekly wrap up can serve you as a list of what you've accomplished in the week which can then be used for reviews or for your own benefit. Sometimes we are so busy doing our work we forget to take a moment to notice what we have accomplished.

15. Christi LopezFebruary 18,2026 at 4:57PM UTC

    Exactly this. I had a director who didn't really know what I did. I keep my project list in Microsoft To Do, with all my notes (dates of contact, status, etc.). I proactively started sending her a weekly update (which was just my To Do list printed to PDF) and she loved it.

16. AnonymousFebruary 19,2026 at 4:10PM UTC

    Oooo! Love this. I'm going to try this out. Thank you for this tip.

17. AnonymousFebruary 20,2026 at 11:54PM UTC

    I'm curious if you have regular 1:1s with your direct manager and how you 'prove' your worth since they have no clue about your job/leadership/level of work.

    I'm in the same situation (except my dotted-line is to someone higher than me, but who also reports to my same manager), and I find the whole thing asinine and a complete waste of time -- talk about inefficiency! I have 1:1s with both of them AND a meeting with the two of them. My issue is that the dotted line goes to someone who doesn't technically have oversight over my work (though I imagine she wishes she did)--I operate pretty autonomously after a restructure--so there's awkwardness with both of the them for me. Honestly, it's misery-inducing and I feel unvalued and unwanted by both of them.