In a prior post, I wrote about having skip-level meetings with team members and the benefits of doing so. Skip-level meetings mean I skip one or two management levels and meet directly with individuals on their teams. We talked about the benefits of doing skip-level meetings, now let’s talk about the down sides.

One down side to skip-level meetings is that my managers may feel like I am going around them or disrespecting their authority. Perhaps the manager is insecure in their management skills or position, or perhaps they don’t entirely trust me. Maybe both.

I acknowledge those concerns; they are valid. Having successful skip-level meetings is a delicate balance. I don’t want to disempower the manager. So I am careful when I talk with an individual they are clear on what I will – and will not do. This ensures the employee does not get mixed messages about who manages their day-to-day activities.

I will listen and consider what they are saying. I won’t take action without input from their manager.

There are delicate situations in which I have concerns about a manager. The skip-level meetings are a way for me to determine if those concerns are valid.

When there is an issue with a manager, it means I need to get more data points so that I can discuss the issue with the manager. Sometimes the issue is successfully resolved, sometimes it means parting ways. Having the manager leave is difficult but it is more difficult to keep him if he is having a negative impact on the team.

Sometimes there is an issue with an individual on the manager’s team. That’s the manager’s responsibility, and I totally step out of the manager’s way. Though I do follow up to make sure the issue is successfully resolved.

In a skip-level meeting with someone, if that individual has a suggestion or recommendation for a particular situation, a good one, I first encourage her to talk with her manager. If there is reluctance, I try to determine why because I prefer that the employee talk to her manager. At some point, I need to step away so I’m not getting in between the manager and his employee.

I’m not always successful at the stepping away part. I’m sure I’ve frustrated some of my managers when I don’t step away. Why don’t I step away? Sometimes I really want to see something changed due to a recommendation or insight from the person with whom I met. Sometimes, change needs to be encouraged. That’s when I don’t step away – when there is a reluctance to change.

The upsides to skip-level meetings out weight the downsides.

In the long run, I think the down sides to skip-level meetings are out weighed by the benefits. We are a management team and need to support each other. And skip-level meetings provide a crosscheck ensuring we are all seeing what needs to be seen as well as taking care of the issues in the organization.

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