My boss has many direct reports. He has so many, that our one-on-one meetings are only every other week. As it turns out, he's not only meeting with his direct reports, but select individuals throughout the company. None of this is improper - I support these skip level meetings - but it's been causing some issues.
Two of my direct reports have these regular bi-weekly skip-level one-on-one meetings with my boss. They will frequently save their issues to raise with him instead of raising them with me, just because they talk with him next and know that I am likely to take those issues to him. As a result, I am often left out of the loop in things that directly affect my space and my own ability to assist my direct reports simply because my boss is too available to them.
Conversely, because he spends so much time with my directs, he meets with me too infrequently for me to properly raise issues from my other direct reports. He's not micromanaging, but his actions have the effect of undermining my ability to properly serve my own leadership team within my space.
I will frequently hear "well I talked this over with [my boss] and he told me to do XYZ" from my folks. The direction they get often lacks the benefit of context of our space that I have a better grasp of than my boss. Without me hearing my boss' thoughts on their concerns myself, I both lack the understanding of what led to those conclusions and miss the opportunity to better collaborate with him toward an ideal solution.
How can I raise this issue to my boss in a way that shows him the impact of his actions, and hopefully increase the frequency of our one-on-one time to better account for the issues of my entire team, and not just those people he holds skip-levels with?