Skip-Level Meeting
Summary Definition: A one-on-one conversation between an employee and a higher-level leader who isn’t their direct manager.
What is a Skip-Level Meeting?
A skip-level meeting is a direct conversation between an employee and their manager’s manager, bypassing the immediate supervisor in the reporting chain.
Skip levels are typically one-on-one and designed to open transparent dialogue between employees and levels of leadership that don't regularly interact.
Key Takeaways
- A skip-level meeting is a one-on-one discussion between an employee and a senior leader who is one level above their direct supervisor.
- Effective skip-level meetings must be intentional, transparent, and supported by clear outcomes and respectful collaboration with direct managers.
- When implemented correctly, skip levels can foster trust, reveal hidden issues, and help identify rising talent.
What Are Skip-Level Meetings Not For?
Skip-level meetings are not intended to be performance reviews, disciplinary conversations, or forums for airing unresolved complaints. They’re also not intended to bypass or undermine direct supervisors, nor should they be used to address issues that have not been first raised through the proper channels.
Instead, a skip level should complement existing management structures, allowing senior leaders to gain insights while reinforcing professional connections and operational alignment as the organization grows.
What is the Purpose of Skip-Level Meetings?
The primary purpose of a skip-level meeting is to bridge communication gaps between employees and senior managers who don’t typically interact.
As organizations grow, executives often become more distanced from daily operations, team dynamics, and employee sentiment. Skip meetings reestablish that connection by giving senior leadership valuable insight into the employee experience, insight that might otherwise be filtered or missed through traditional reporting structures.
For employees, a skip meeting is a meaningful opportunity to be heard by decision-makers, reinforcing that leadership is genuinely invested in their perspectives. This can build rapport, contribute to higher morale, increase retention, and foster a more inclusive company culture.
How Frequently Should Skip Meetings Happen?
There’s no universal guideline or standard for scheduling a skip-level meeting. Most organizations, however, find value in holding them quarterly or biannually, while those experiencing rapid growth or change may benefit from more frequent, monthly check-ins.
The key is to establish a regular cadence that feels intentional rather than reactive. One-off or sporadic skip management can come across as performative, whereas a predictable rhythm helps build relationships and trust, normalize open communication, and ensure long-term value.
How to Complete a Skip-Level Meeting
There’s no universal guideline or standard for scheduling a skip-level meeting. Most organizations, however, find value in holding them quarterly or biannually, while those experiencing rapid growth or change may benefit from more frequent, monthly check-ins.
| Stage | Action | Details |
| Before the Skip Level |
Define the goal and format.
|
Clarify the meeting’s focus (e.g., feedback, career development, or workplace culture) to set clear expectations. |
|
Create a skip-level meeting agenda.
|
Build a structured agenda to guide the conversation, keep the meeting on track, and show respect for everyone’s time. | |
|
Inform managers and employees.
|
Reach out to ensure both the employee and their direct manager understand the meeting’s purpose. | |
| During the Skip Level |
Make skip-level meeting questions open-ended.
|
Ask broad, inviting questions such as “What’s going well?” or “What’s getting in your way?” to encourage honest dialogue. |
| Speak less and listen more. | Focus on learning rather than leading by giving the employee space to share their perspective. | |
| Avoid reactionary promises. | Take notes, acknowledge concerns, and follow up later to avoid overcommitting or miscommunicating takeaways. | |
| After the Skip Level | Follow up thoughtfully. | Share key themes (not specific quotes) with the employee’s manager and work collaboratively on any action items. |
| Document takeaways. | Track insights across multiple meetings to identify trends and guide future decisions. | |
| Close the loop. | Let employees know how their skip meeting has been received and, if possible, how it’s influencing change. |
Other Skip Meeting Tips
Skip-level meetings are most effective when treated as a strategic leadership practice, not a scheduled conversation. To that end, there are several other skip-level management practices employers can use to ensure the meetings build trust, promote fairness, and deliver lasting value across the organization:
- Frame skip levels as a culture-builder, not a check-in: Position them as part of a larger commitment to transparency and employee growth rather than an ad hoc event or HR requirement.
- Prepare leaders on active listening and neutrality: Ensure the skip-level manager can handle difficult feedback without defensiveness, judgment, or promises they can’t keep.
- Integrate findings into larger initiatives: Treat insights from a skip-level meeting as data points for strategic planning, talent development, or process improvements.
- Communicate outcomes at scale: Without breaching confidentiality, show the workforce how their feedback is influencing policy or practices. This reinforces trust and increases participation.
- Evaluate and refine the process: Regularly solicit feedback on how skip-level management is working, then adjust the skip-level meeting questions, format, or frequency to maintain its value.
Skipped Level Meeting Pros and Cons
A skip-level meeting creates valuable opportunities for open dialogue between employees and senior leaders, breaking down information silos and fostering greater transparency across the work environment. When done thoughtfully, they build trust and boost engagement by showing that leadership genuinely values employee perspectives.
That said, the success of a skip-level meeting depends on precise, structured execution. Without clear communication and managerial alignment, a skip level can blur role boundaries or unintentionally undermine direct managers, potentially disrupting team dynamics.
Furthermore, scaling skip-level meetings across teams or departments can become overly demanding, even counterproductive, for skip managers who oversee large or multiple workforce hierarchies.
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