If I have provided tactful feedback in a couple of skip levels that I’m not getting ‘informed’ and ‘consulted’ in the right places, would a Sr. Director take this as a team issue, direct manager issue, or a my personal happiness issue?

For context, I’m a year into my job so I would’ve thought the RACI would be intuitive by now.

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Probably a little of everything. The skip probably doesn't have enough visibility yet to understand what is going wrong. There may not be an alignment on who is supposed to inform/consult you, or when that should happen, or on which topics. These could be a manager or team issue. Or maybe you're confused, so it could be an issue with your work skills. Or you are overstepping your role, which could be a scope or happiness issue.

Other thoughts:
Providing tact feedback is one thing, but did you bring specific examples and recommend specific solutions? "They're not consulting me enough" isn't helpful. But this would be helpful: "Project x advanced without my input, encountered a problem I would have prevented, and that problem cost $50k. I recommend we implement a signoff process before projects advance past stage y, a process that works as follows..."

You also state that you would have thought the raci would be intuitive. Is there no written raci? Relying on intuition is faulty at best. Everyone including the skip should be looking at the same raci for the team. If a raci doc doesn't exist, you can make one. It might be extra work, but it puts you in the driver's seat for addressing when you get consulted\informed.

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