Skip-level meetings may win bypassed managers' support, but how they are done matters

Skip-level meetings (SLMs) have emerged as a controversial practice in some work environments, yet they are rarely practiced or even considered in others. These meetings, which occur between employees and managers above their direct supervisors, offer both benefits and risks for all parties involved. A study published in IEEE Engineering Management Review examined the perspectives of 25 first-tier software engineering managers and their direct reports' second-tier managers regarding SLMs.

The research revealed that SLMs are increasingly prevalent and well-supported within this sample, with participants favoring their exclusion from such meetings. SLMs facilitate open dialogue, allowing managers to learn about operational challenges and employees to understand organizational contexts and decision-making processes.

They may promote innovation, problem-solving, motivation, and employee satisfaction. However, SLMs can also undermine authority, create misalignment, and generate resentment. Their effectiveness depends on the context, with higher risks in environments that prioritize strict hierarchy and less in adaptive or innovation-focused settings.

Participants in the study reported higher SLM prevalence than previously reported in other contexts. The study also found that participants preferred to be excluded from one-on-one SLMs, citing benefits such as supporting their reports' voice, providing time to shine, and building relationships. Factors such as flatter organizational structures, egalitarian cultural backgrounds, and generational preferences may contribute to the acceptance of SLMs.

Regular, management-initiated SLMs can normalize the practice and encourage employees to voice their opinions. Different implementation approaches may lead to varying perceptions of misalignment and negative sentiment.