Emily: Hi Carlos, do you have a moment to talk about an issue I’ve been facing with the project?
Carlos: Of course, Emily, please come in and have a seat, what’s going on?

Emily: It’s about the Delta project timeline, I’m concerned that we might not meet the next milestone.
Carlos: I see, thanks for letting me know, can you explain what’s causing the delay?

Emily: The main problem is that we’re still waiting for key information from the client, and that’s slowing down the design phase.
Carlos: How long have you been waiting for that information?

Emily: We requested it two weeks ago and sent a reminder last Friday, but we still haven’t received a complete answer.
Carlos: Have they replied at all, or is it complete silence?

Emily: They answered once, but their response was very general and didn’t include the technical details we need.
Carlos: Okay, so the client communication is part of the problem, is there anything else affecting the timeline?

Emily: Yes, another issue is that our team is also covering tasks from the Beta project, so people are switching focus too often.
Carlos: That kind of context switching can definitely slow things down, how is the team reacting?

Emily: They’re doing their best, but some of them are feeling a bit frustrated and worried about the quality of the final result.
Carlos: I understand, we definitely don’t want to compromise quality just to push things out faster.

Emily: Exactly, I wanted to bring this to you now, before it becomes a bigger problem.
Carlos: I appreciate that, it’s always better to talk early rather than wait until the deadline.

Emily: I’ve thought about a few possible solutions, but I’d like your opinion and support.
Carlos: That’s good to hear, what ideas do you have in mind?

Emily: First, I think we should schedule a short call with the client this week to clarify the missing information.
Carlos: That sounds reasonable, would you feel comfortable leading that call if I join to support?

Emily: Yes, I’d be happy to lead it, and it would help if you could be there to underline the importance of the details we need.
Carlos: No problem, I can join and make it clear that the project depends on receiving that information.

Emily: Second, I’d like to suggest that for the next two weeks, at least two team members focus only on the Delta project.
Carlos: Do you have specific people in mind for that focused work?

Emily: I was thinking about Mark and Aisha, because they know the project best and are already familiar with the requirements.
Carlos: That makes sense, I’ll need to see how that affects the Beta project, but we can probably make some adjustments.

Emily: If necessary, I can take on a few extra tasks from the Beta project to help balance things.
Carlos: I appreciate your willingness to help, but I don’t want you to burn out, we need a sustainable solution.

Emily: That’s fair, we could also consider postponing a couple of low-priority tasks from Beta until next month.
Carlos: Yes, that could work, I’ll review the Beta task list and see what can be moved without major impact.

Emily: Another idea is to update the internal timeline for the Delta project, so expectations are more realistic.
Carlos: Do you think we need to change the final delivery date, or just the intermediate milestones?

Emily: For now, I think we only need to adjust the next milestone, if we get the client’s information this week we can still aim for the original delivery date.
Carlos: That’s good news, then we can present this as a small adjustment rather than a full delay.

Emily: Exactly, I’d like us to be transparent, but also show that we have a concrete plan to stay on track.
Carlos: I agree, clients usually react better when they see that we’ve thought things through and are proactive.

Emily: So, as a next step, I can prepare a short summary of the issues and proposed actions before we contact the client.
Carlos: Great idea, please send me that summary by the end of the day and I’ll review it before we schedule the call.

Emily: Perfect, I’ll also talk to Mark and Aisha to check their availability for focusing on the Delta project.
Carlos: Let me know what they say, and I’ll coordinate with the other team leads about the Beta tasks.

Emily: Thank you, Carlos, I really appreciate you taking the time to discuss this and help find a solution.
Carlos: You’re welcome, Emily, thank you for raising the problem early and coming with suggestions, that’s exactly what I expect from a project lead.

En el diálogo aparece un inglés profesional, cuidadoso y diplomático, ideal para hablar de problemas con un manager sin sonar negativo.

Vocabulario sobre proyectos y planificación
Se usan palabras muy típicas de gestión de proyectos:
project timeline (cronograma del proyecto), milestone (hito), design phase (fase de diseño), delivery date (fecha de entrega), intermediate milestones (hitos intermedios), internal timeline (cronograma interno).
Este vocabulario ayuda a hablar del problema de forma técnica y objetiva, no emocional.

Vocabulario sobre problemas y riesgos
issue / problem / concern: issue y concern suenan más suaves que problem; por eso ella dice “an issue I’ve been facing” y “I’m concerned that we might not meet the next milestone”.
delay, slowing down, context switching, frustrated, compromise quality, bigger problem, realistic expectations, small adjustment vs full delay.
Todo esto sirve para describir la situación con precisión profesional, sin dramatizar.

Vocabulario sobre comunicación con el cliente
key information, technical details, client communication, clarify the missing information, complete answer, transparent, proactive.
Este tipo de fórmulas es muy útil para hablar de clientes sin culparlos directamente, pero dejando claro el impacto.

Vocabulario sobre soluciones y organización
possible solutions, schedule a call, lead the call, underline the importance, focused work, low-priority tasks, review the task list, proposed actions, concrete plan, stay on track.
Esta parte del léxico muestra una actitud de resolución de problemas, no de queja.

Vocabulario sobre equipo y carga de trabajo
covering tasks, switching focus, context switching, feeling frustrated, worried about the quality, burn out, sustainable solution, availability, adjust, balance things.
Destaca la expresión burn out (agotarse / quemarse), muy habitual en inglés profesional para hablar de sobrecarga.

Cómo abrir la conversación
La frase de inicio es muy buena:
“Do you have a moment to talk about an issue I’ve been facing with the project?”
Es educada (do you have a moment), concreta (talk about an issue), y da contexto (with the project). Es mucho mejor que un brusco “We have a problem.”

Reconocer el problema con tacto
“I’m concerned that we might not meet the next milestone.”
El uso de I’m concerned suena profesional y responsable. El modal might suaviza la afirmación: no dice “we will not meet”, sino que plantea un riesgo.

Agradecer y valorar la comunicación
El jefe responde con:
“Thanks for letting me know,”
“I appreciate that, it’s always better to talk early rather than wait until the deadline.”
Esto refuerza la idea de que avisar a tiempo está bien visto, no es un fallo.

Presentar soluciones, no solo quejas
“I’ve thought about a few possible solutions, but I’d like your opinion and support.”
Esa frase es perfecta: muestra iniciativa y, al mismo tiempo, respeto por el rol del manager.

Proponer acciones concretas
“We should schedule a short call with the client…”
“At least two team members focus only on the Delta project.”
“We could also consider postponing a couple of low-priority tasks.”
Son propuestas específicas y realistas, no vaguedades.

Cerrar con pasos claros y agradecimiento
“As a next step, I can prepare a short summary of the issues and proposed actions.”
“Thank you for raising the problem early and coming with suggestions.”
Se define un plan concreto y se cierra con reconocimiento mutuo.

Uso de tiempos continuos y perfectos
“An issue I’ve been facing”: presente perfecto continuo, indica problema que empezó en el pasado y sigue ahora.
“We’re still waiting for key information”: presente continuo, situación en curso.
“We might not meet the next milestone”: modal might + verbo base, para hablar de riesgo o posibilidad.

Uso de condicionales para hablar de escenarios
“If we get the client’s information this week, we can still aim for the original delivery date.”
Es un primer condicional clásico: If + present, can/will + base. Muy útil para hablar de riesgos y planes en proyectos.

Uso de modales para suavizar y negociar
might, should, could, can, would aparecen con frecuencia:
“We might not meet…” (posibilidad)
“We should schedule a short call…” (recomendación)
“I could take on a few extra tasks…” (oferta)
“Would you feel comfortable leading that call?” (pregunta suave)
“We can present this as a small adjustment…” (opción disponible)

Uso de I’d like y I’d like to suggest
“I’d like to suggest that…”
Es mucho más diplomático que “I want to suggest…” o “We must…”. Esta forma es clave para sonar profesional y respetuoso.

Voz activa centrada en acciones
Predomina la voz activa: “I can prepare…”, “We should schedule…”, “I’ll review…”, “Let me know…”.
Esto hace el discurso claro, directo y orientado a la acción, algo muy valorado en contextos anglófonos.

Hablar de problemas sin sonar negativo
En muchos contextos hispanohablantes se tiende a suavizar demasiado el problema o a mostrar más emoción.
En inglés profesional se busca un equilibrio:
describir el problema de forma clara,
explicar el impacto en plazos y calidad,
proponer soluciones.
Por ejemplo, en lugar de algo emocional como “estamos fatal, es imposible llegar”, se dice:
“I’m concerned that we might not meet the next milestone if we don’t receive the missing information.”

Responsabilidad compartida, no culpa
Se habla de “client communication” como parte del problema, pero sin atacar al cliente ni al equipo:
“We’re still waiting for key information from the client.”
“They answered once, but their response was very general.”
Se describen hechos, no se juzga a personas.

Valorar que el empleado traiga soluciones
El jefe destaca:
“Thank you for raising the problem early and coming with suggestions.”
En culturas anglófonas, venir con propuestas (no solo con el problema) es una señal de profesionalidad y liderazgo.

Cuidar el bienestar sin sonar melodramático
Cuando aparece burn out, el jefe dice:
“I don’t want you to burn out, we need a sustainable solution.”
Se habla de la carga de trabajo de manera responsable, sin dramatizar, pero tomándola en serio.

Cómo abrir la conversación con tu jefe
Una fórmula segura y útil:
“Hi [Name], do you have a moment to talk about an issue I’ve been facing with [project/task]?”
Si quieres sonar aún más cuidadoso:
“I’d like to discuss a concern I have about the [project/timeline].”

Cómo describir el problema de forma profesional
Piensa en estructura: situación + causa + impacto. Por ejemplo:
“The main problem is that we’re still waiting for key information from the client, and that’s slowing down the design phase. I’m concerned that we might not meet the next milestone if this continues.”
Evita frases extremas tipo “It’s a disaster”; céntrate en hechos y consecuencias para plazos y calidad.

Cómo proponer soluciones
Usa fórmulas como:
“I’ve thought about a few possible solutions.”
“First, I think we should… Second, I’d like to suggest…”
Ejemplos:
“We should schedule a short call with the client to clarify the missing information.”
“For the next two weeks, two team members could focus only on this project.”

Cómo mostrar colaboración sin ofrecer sacrificios extremos
En vez de prometer algo poco sostenible, utiliza matices:
“If necessary, I can take on a few extra tasks, but I’d prefer a more sustainable solution for the team.”
Esto demuestra compromiso y, a la vez, madurez profesional.

Cómo cerrar la conversación con claridad
Termina con próximos pasos:
“So, as a next step, I’ll prepare a short summary of the issues and proposed actions and send it to you by the end of the day.”
Y añade agradecimiento:
“Thanks for taking the time to discuss this.”

Para hablar con tu jefe en inglés sobre un problema de trabajo necesitas:
Un vocabulario básico de proyectos y riesgos: timeline, milestone, delay, quality, realistic expectations, small adjustment.
Expresiones clave para sonar profesional: “I’m concerned that…”, “We might not meet…”, “I’ve thought about a few possible solutions…”, “We should schedule…”, “As a next step, I’ll…”.