Skip to main content

Skip-Level Meetings: Building Trust and Transparency in Your Organization

Skip-level meetings – one-on-one conversations with employees who don't directly report to you – are a powerful tool for leaders looking to foster a more open and effective organization. They're not about circumventing management, but about supplementing it, and ultimately, fostering a more transparent and effective organization. But why are they important, and how can you run them successfully?

Why Hold Skip-Level Meetings?​

Traditional reporting structures, while necessary, can sometimes create filters that obscure valuable information. Employees may hesitate to raise concerns with their direct managers due to fear of retribution, differing priorities, or a perceived lack of time. This can lead to issues festering, innovation being stifled, and a general disconnect between leadership and the front lines.

Skip-level meetings break down these barriers by providing a direct line of communication to leaders. They offer numerous benefits, including:

  • Early Issue Detection: Identifying problems and roadblocks before they escalate into larger issues.
  • Employee Engagement: Demonstrating that leadership cares about the perspectives of all employees, fostering a sense of value and belonging.
  • Broader Perspective: Gaining a more comprehensive understanding of the organization's strengths, weaknesses, and opportunities.
  • Increased Innovation: Encouraging employees to share ideas and suggestions without fear of judgment.
  • Strengthened Leadership Pipeline: Identifying high-potential employees and providing them with opportunities to connect with senior leaders.

How to Run Effective Skip-Level Meetings​

Here’s a practical framework for conducting successful skip-level meetings:

  1. Get Buy-In from Direct Reports: This is crucial. Explain that these meetings are not a sign of distrust in their leadership, but a way to gain broader insights and support the team. Reassure them that you’re not looking to circumvent their authority, but rather to supplement it. Address potential anxieties by emphasizing that these meetings are a way to support their leadership, not evaluate it.
  2. Set Clear Expectations: Communicate the purpose of the meetings to both those you meet with and your direct reports. Let participants know it's a safe space to share honest feedback, concerns, and ideas.
  3. Schedule Strategically: Consider the size of your organization and the frequency of significant changes when determining how often to hold these meetings. A good starting point is every 4-6 weeks, adjusting as needed.
  4. Let Them Drive the Agenda: Encourage participants to suggest topics beforehand. While scheduling the meeting might require coordination through calendars, empower them to steer the conversation. If direct scheduling isn't feasible, offer a form or email channel for topic submission.
  5. Focus on Listening, Not Solving: Resist the urge to immediately fix problems. Your primary goal is to understand the employee’s perspective. Active listening and asking clarifying questions are key. While immediate solutions aren’t the goal, acknowledge the issue and explain the next steps (even if it’s just further investigation). Saying, "That sounds frustrating. I'll look into that and get back to you," is better than just saying, "That's interesting."
  6. Keep it Confidential (with Caveats): Assure participants that their feedback will be kept confidential to the extent possible. However, be transparent about what you can and cannot keep confidential (e.g., illegal or unethical behavior will need to be reported).
  7. Follow Up: Demonstrate that you value their input by taking action on their feedback whenever possible. Even if you can't address every concern immediately, let them know you've heard them and are considering their suggestions.

Sharing Insights & Addressing Challenges​

Share Themes (Anonymously): After conducting several skip-level meetings, look for recurring themes and trends. Share these insights with your direct reports and the wider team. This can be done through a team meeting, a summary email, or a tailored approach that aligns with your organizational culture.

Anticipating and Addressing Resistance: Some employees may be hesitant to participate, fearing repercussions or believing it's "going over their manager's head." Encourage participation by explaining that these meetings are a way to support the team and improve communication. Use phrasing like, "I'm conducting these meetings to get a broader understanding of how things are going and identify ways to improve the team. Your input is valuable and will be kept confidential."

Potential for Conflict: Skip-level meetings could surface conflicts between employees and their managers. Be prepared to address these constructively. Facilitate open communication between the parties involved and focus on finding mutually agreeable solutions.

Skip-Level Meetings & Your 1:1s: A Complementary Approach​

Skip-level meetings shouldn’t be a substitute for regular check-ins with direct managers, but rather a complement to them. Your direct reports should still be the primary source of information and support for their teams. Skip-level meetings provide an additional layer of insight and help to build trust and transparency throughout the organization.

By embracing skip-level meetings, you can create a more engaged, innovative, and successful organization.