The talk with your supervisor, when it’s about your team

Preparing the discussion

Difficult situations can often only be clarified by talking to your own manager. There are numerous occasions when your manager is challenged because your own options for reducing stress or building up resources are limited. For example:

If responsibilities are not clarified, if you as a manager receive too much or too little information, if your room for maneuver or your control options are limited, so that you cannot protect your team well from overloading; but also
If you have little influence on your working hours and breaks, if your employees feel burdened by emotional work, if you need better tools or equipment for yourself or your team, or if something is wrong in your working environment - these are all situations where you should seek dialogue. The same applies if team members have already noticed signs of overwork and fear for their health.

Courage-making strategies for talking with the supervisor

Remember your successes!
Keep in mind that your employees want to enjoy their retirement
Let yourself be encouraged by others

(they should be as neutral as possible)

Assume that your supervisor means well for you! – as well as for your team.
Say to yourself: “My employees need their health, and they’ve got just that one.”
As well as: “I have a responsibility for my team. And I'm taking on that responsibility now.”

By using these three steps when talking with your supervisor, many situations can be dealt with in a manner, so that he or she does not feel attacked:

Describing the perceived situation:

On Monday, you announced that my team would from now on also be responsible for the foreign files. But my team is already at the limit. We already have two long-term absences. The others have to compensate for this through overtime.
Describing the effect (and possibly bring you own values):

If the foreign files are added now, I see the health of my team members at risk due to the overload. An increase in the workload is not affordable - or if it were, the quality would suffer. And nobody really wants that.
Formulating wishes for the future (and possibly formulate and alternative proposal):

I therefore ask you to split the foreign files between 2 teams or to assign the Z-Files to other teams instead. My team and I will appreciate this and thank you with continued high commitment and good quality.

And then ask if your manager agrees or if she has any other ideas. You can also include something like: “It is important to both of us that my team continues to do a good job.”

Tips for talking with the supervisor

What should you keep in mind in this conversation which maybe requires courage?

Do not just say “no” or “That doesn’t work, you must change that” – justify your desire.
Provide alternative or compromise proposals so that your supervisor can choose from several options.
Avoid accusations (for something in the past); rather express wishes for the future.
Please make sure not to attack your supervisor personally (“This is not aimed against you; it is important for me and my team”).
Assume that both of you (!) are interested in making your employees feel comfortable at work; in the talk you can express this thought.
Avoid whining. Stay objective, even if the theme is close to your heart. It may be helpful for you to practice this conversation in advance with someone you trust.
And now: Make an appointment! And say directly, without going into too much detail, what you want to talk about; e.g.: “I would like to tell you, how my teams currently feels about additional work due to the foreign files” or “I would like to talk with you about our break rules; I have some suggestions, which you might also find good.”
In the first conversation completely avoid threats such as: “Otherwise I will go to the works council”