Skip-Level Meetings

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Andreya

Use skip-level meetings to get a clear view of your business.

How do leaders find out what's really going on in their organization? And how can employees get their voices heard, beyond the ear of their line manager? The answer to both of these questions might be "skip-level meetings."

In this article, we explore the benefits of skip-level meetings. We also explain how to get the most out of them, and the pitfalls to avoid – whether you're the leader spending time at "ground level," or the employee meeting someone from high above!

What Is a Skip-Level Meeting?

In a skip-level meeting, a leader arranges to spend time with someone in a more junior role – with the full knowledge of that person's manager. A vice president, for example, could arrange to "skip over" the sales manager to meet with a salesperson directly. Or a department head could set up a meeting with a team member who doesn't report directly to them.

Skip-level meetings allow leaders to "get back to the shop floor   " and find out how staff are getting on – from the staff themselves, rather than via layers of middle management.

And the people they meet with get to know more of the organization's leaders, learn about some higher-level plans, and discuss their own needs, ideas and goals.

Why Hold a Skip-Level Meeting?

Here are some of the benefits of skip-level meetings: first for leaders, then for employees.

Benefits of Skip-Level Meetings for Leaders:

Better connections. Skip-level meetings stop senior leaders from becoming disconnected from day-to-day operations   . They can speak with greater knowledge about how things are going for their organization and its people, and then shape their strategies accordingly.

Greater visibility. A skip-level meeting puts leaders in front of staff at all levels, demonstrating their interest in people's wellbeing, and strengthening trust in their leadership. They boost their approachability   , while also improving people's awareness of the company's values and plans. [1]

Fresh perspectives. Talking to people beyond their immediate team can give leaders new insights, as well as help them to spot obstacles and opportunities sooner. And by welcoming views from different levels of the organization, they prove that it's OK for people to voice challenging ideas.

Benefits of Skip-Level Meetings for Employees:

More appreciation. It feels great when a senior member of the company shows interest in someone's work and cares about their wellbeing. A good skip-level meeting will leave an employee feeling more engaged with the organization, and with a clearer understanding of their part in its success.

Greater influence. Team members can raise issues about their day-to-day work, and share any concerns about company plans. But they can also say thank you for any benefits or initiatives that they particularly value – so that senior management know the real impact of these investments.

Career opportunities. A skip-level meeting is the perfect time to shine. It's a chance for employees to underline their value, communicate their ambitions, and discuss positive ways for their role – and career – to flourish.

When to Arrange a Skip-Level Meeting

Timing is important. If a leader suddenly starts meeting with lower-level staff, it may ring alarm bells – especially if the business is facing new challenges or potential changes.

So it's important for leaders to explain why they're holding skip-level meetings – and, ideally, to make them a regular part of company life. Leaders can then start timing some of these meetings strategically. They might decide to see how people are feeling in a department that's working on a priority project, for example. Or they could talk to workers operating a particular piece of equipment – before attending a board discussion about updating it.

But it should always be clear to everyone involved why the skip-level meeting is being held now.

Skip-Level Meetings: 6 Tips for Leaders

Here are six ways that leaders can make the most of skip-level meetings, and avoid some potential problems:

1. Loop-in managers. Managers should never feel that they're being "checked up on," or that an employee is "going behind their back." [2] The leader should be clear with them about the purpose of the meeting, what they intend to discuss – and what they'll do with the things they learn.
2. Select people carefully. It might be appropriate to have regular skip-level meetings with some people. But leaders should also consider approaching people they've never spoken to, or members of a department or group where they feel a weaker connection.
3. Don't go in "cold." It's important for a leader to make contact with their employee beforehand to break the ice. They should let them know why they'd like to meet, and the types of things they're keen to find out. This means the employee has time to prepare, can think about what they'd like to say – and will feel safe saying it.
4. Keep things informal. People feel more relaxed and willing to open up in an informal setting. So, leaders should think coffee shop or breakout area rather than stuffy meeting room.
5. Listen and learn. This isn't the time to make decisions, solve problems, or change people's opinions. Instead, the senior leader's role is to ask open questions, encourage their employee to talk freely, and listen carefully   to their answers.
6. Respond and act. After a skip-level meeting, the leader should always give feedback to both the employee and their manager. They can mention key things that need to be recorded and addressed, and highlight anything that they plan to follow up with either of them individually. But they should also encourage the employee and their manager to have their own conversation now, to reconnect and tackle any issues that have arisen.

Skip-Level Meetings: 6 Tips for Employees

Now let's focus on some dos and don'ts for employees:

1. Learn about the leader. The company website or organizational chart will likely have useful information about the leader who's called the meeting. Or a colleague who's already met this person may be able to provide useful advice.
2. Prepare some positives. It's a good idea for employees to think about the things they enjoy most about the company and the role they play. These points will help to make it a positive meeting, where the employee can show their commitment – along with their drive to make things even better.
3. Think about what needs to change. Skip-level meetings allow employees to describe any barriers they face. But they should avoid presenting a long list of complaints without any hint of how they'd contribute to improvements. And they should think carefully before criticizing their own manager here – unless they've got serious concerns about them that they haven't been able to address in any other way. However, if they've got ideas about wider-scale changes, or see new opportunities for the business, now's the time to share them!
4. Clarify your goals. Employees can benefit from spending some time beforehand considering where they are in their career, and where they want to go. Then they can use the conversation to let their employer know who they are, the value they already bring, and how the company can help them to develop in future.
5. Ask questions. It's not all one-way traffic. In a skip-level meeting, the employee gets to ask questions too! It's an opportunity to learn more about the organization, gain from a senior leader's experience, or request their support. In fact, discussing the leader's career so far, their philosophies and values, and their plans for the future, could be valuable to both parties!
6. Discuss next steps. All being well, this won't be the only time these two people meet. But the employee can do their bit to ensure an ongoing connection. Maybe they agree to send further information about a practical problem, or ask how best to get in touch when they've fleshed out a big idea. They could check that the senior leader has their contact details, too, for updates on anything they've discussed. And then they should seize every opportunity they get to connect again.