A skip-level interview is a dialog, usually private, between an employee and the employee's supervisor's supervisor. Skip-level interviews can be initiated either by superiors or subordinates. When they're used properly, they provide benefits to all concerned. For example, when a subordinate is troubled by the policies or behavior of the subordinate's supervisor, a conversation with the supervisor's supervisor enables the subordinate to register concerns and seek corrective action if appropriate. Alternatively, when supervisors want a more complete and unfiltered view of the operations of groups within their areas of responsibility, conversations with subordinates of their direct subordinates can provide them with a fresh perspective.
Nevertheless, with these benefits come hazards. Some risks apply to skip-level interviews initiated by supervisors, and others apply to skip-level interviews initiated by subordinates. Here's a short catalog of some of the risks associated with supervisor-initiated skip-level interviews. In what follows, the subordinate is Frodo, Frodo's supervisor is Bilbo, and Bilbo's supervisor is Gandalf.
- Fishing expeditions
- Some supervisors use skip-level interviews to gather information they intend to use in termination proceedings against their direct subordinates. For example, if Gandalf suspects that Bilbo isn't actually present during periods when Bilbo is expected to be at work, Gandalf might interview Frodo and ask a series of questions intended to determine whether Bilbo's work hours have been in line with Gandalf's expectations.
- If Frodo feels free to talk about whatever comes to mind, the interview can be valuable. But if Gandalf seems interested in anything in particular, Frodo will sense it, which puts at risk Bilbo's effectiveness as a supervisor. Whatever agenda Gandalf has, Frodo might detect it, Some supervisors use skip-level
interviews to gather information
they intend to use in
termination proceedingseven if Gandalf words his questions cleverly. Indeed, even if Gandalf asks no questions, but merely steers the interview toward the topics he wants to cover, Frodo might detect Gandalf's agenda. Skip-level interviews must therefore be agenda-free. Gandalfs everywhere would do well to listen, rather than speak. Supervisors who bring agendas to skip-level interviews are likely to exacerbate any problems that already exist, at best. Worse, they might create problems where none existed.
- If Gandalf habitually brings agendas to skip-level interviews, Bilbo has few options for defending himself. He can brief his subordinates about skip-level interviews in general, and about the dangers of prior agendas. He can warn his subordinates that if they detect Gandalf's agenda, and decline on principle to supply information that supports it, they might be at risk themselves. On the other hand, they cannot get much protection for themselves by offering flimsy, false, or dubious support for Gandalf's agenda. Their safest option is to earnestly try to support Gandalf's agenda, but to offer only information they know to be factual from first-hand, concrete evidence. If Bilbo has earned the loyalty of his subordinates, they will likely be grateful for this advice.
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
Your comments are welcomeWould you like to see your comments posted here? rbrenxuVuNLRUtXSvZYzqner@ChacyCXCNQyCuRNydqoboCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Devious Political Tactics:
- Devious Political Tactics: The False Opportunity
- Workplace politics can make any environment dangerous, both to your career and to your health. This
excerpt from my little catalog of devious political tactics describes the false opportunity, which appears
to be a chance to perform, to contribute, or to make a real difference. It's often something else.
- Some Hazards of Skip-Level Interviews: II
- Skip-level interviews are dialogs between a subordinate and the subordinate's supervisor's supervisor.
They can be both heplful and hazardous. Here's Part II of a little catalog of the hazards.
- Behavioral Indicators of Political Risk
- Avoiding dangerous political interactions is easier if you know what to look for. Among the indicators
of possible trouble are the behaviors of the people around you.
- Preventing Meeting Hijacking
- Meeting leads, meeting Chairs, and facilitators must be prepared to deal with meeting hijackers. Hesitation,
or any ineffectual action, enhances the hijacker's chances of success. Here are suggestions for preventing
- Narcissistic Behavior at Work: II
- Narcissistic behavior at work threatens the enterprise. People who behave narcissistically systematically
place their own interests and welfare ahead of anyone or anything else. In this Part II of the series
we consider the narcissistic preoccupation with superiority fantasies.
Forthcoming issues of Point Lookout
- Coming December 19: Embarrassment, Shame, and Guilt at Work: Creation
- Three feelings are often confused with each other: embarrassment, shame, and guilt. To understand how to cope with these feelings, begin by understanding what different kinds of situations we use when we create these feelings. Available here and by RSS on December 19.
- And on December 26: Embarrassment, Shame, and Guilt at Work: Coping
- Coping effectively with feelings of embarrassment, shame, or guilt is the path to recovering a sense of balance that's the foundation of clear thinking. And thinking clearly at work is important if you want to avoid feeling embarrassment, shame, or guilt. Available here and by RSS on December 26.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrengrzbPHcVphyOOvgRner@ChaccLmFTCvnpYpDmGKooCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.