How to handle approaching manager

Anonymous

May 23,2025 at 11:03PM UTC

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How to handle approaching manager

I work in a unique department at a remote company where each of us on the team have vastly different roles and responsibilities that support the department as a whole. Unlike for instance, the marketing department or social media department where each person on the team does roughly similar tasks and have fairly similar skill sets.

The issue I face is that my manager (who I do respect a lot and do enjoy working with) has no experience doing what I do. There have been an increasing number of times where my manager has assigned a project to me without understanding the scope of what is being asked and the timeframe of when it’s being asked to be completed by. It gets frustrating that my manager doesn’t understand the time and effort that go into completing the projects I am asked to do.

On the flip side, once I turn in a project, my manager typically is really happy with the results. However, I sometimes feel stagnant in my skill set because I’m not being challenged or critiqued on how to improve because my manager does not have the knowledge base in my area to be able to do so.

I don’t think my manager is aware of the impact their lack of knowledge in my particular area effects me. Is this something I should approach my manager about? If so, what would be the best way to respectfully handle? Thanks!

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Dr. Patty GrossMay 23,2025 at 11:41PM UTC
The best thing you can do for yourself is create a career and continuing education plan. Since I don't know your industry or skills, this plan can involve anything from new technology techniques to an advanced degree. Once you've figured that out, you can ask your manager for a 1:1 and present the plan. Then, see if your manager (or the company) would support you in this effort through tuition assistance or simply by allowing the time to accomplish the plan. "Sell" the plan as though it will be valuable to the company, not just to you. The company has no value in supporting this effort unless it also benefits them by enhancing the skills of their employees.
Tina MorenoMay 27,2025 at 2:35PM UTC
This actually isn’t uncommon—especially in smaller or growing companies where departments are structured in unique ways. While it’s definitely a plus to have a manager who understands the ins and outs of your specific work, it’s not always the case. What is promising here is that you already have a strong foundation of mutual respect, and your manager seems to genuinely value your output.
One way to approach this might be to start building in mini debriefs after each project wraps. Use that time to walk through what went into the deliverable—highlight key steps, milestones, or bottlenecks (not every tiny detail, but enough to give visibility). That creates a natural opening to say something like:
“I’ve noticed that sometimes the timelines for projects don’t match the actual workload, and I’d love to work together on setting more realistic expectations moving forward. I think it’ll help both of us plan better.”
You can also frame your need for feedback and growth as a benefit to the team—not a critique of your manager’s skillset. Try:
“I really value our working relationship, and I’d love to continue growing in my role. Since I know my work is outside your direct area of expertise, I’d be open to exploring ways to get more constructive feedback—whether from peers, external resources, or cross-functional collaboration.”
This shows initiative, builds trust, and helps you manage up without undermining your manager. And honestly, you’re spot-on—understanding how your role connects to the bigger picture (and helping others understand it too) is a sign of leadership. You're not just doing your job—you’re helping shape how your work fits into the broader goals. That’s huge.

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