As we noted last time, skip-level interviews can enhance organizational performance. But whether supervisors initiate them, or subordinates do, there are risks. Next time, we'll explore some hazards of subordinate-initiated skip-level interviews. For now, we resume our discussion of the hazards of supervisor-initiated interviews, using the name Frodo for the subordinate, Bilbo for Frodo's supervisor, and Gandalf for Bilbo's supervisor.
- Misinterpreting the event itself
- When everyone understands that Gandalf conducts routine skip-level interviews, the mere fact that Gandalf has interviewed Frodo (or wants to do so) is unlikely to cause speculation about Gandalf's purpose. But when these interviews are rare, or when they're sudden or unexpected, or when Gandalf takes care to conceal the event, people begin to suspect that Bilbo might be in jeopardy, or might be in the running for a major promotion, or goodness knows what.
- To limit this risk, supervisors should conduct skip-level interviews with predictable regularity, though not very often. Making clear that skip-level interviews do occur — and that they're routine — limits the risk of subordinates misinterpreting the event as a sign of anything in particular. Supervisors who conduct surprise skip-level interviews almost certainly generate speculation about their own direct subordinates' job performance.
- If Bilbo knows that Gandalf is one who conducts surprise skip-level interviews, he can gain some protection from misinterpretation by advising his subordinates well in advance of any announcement that these things do happen. In effect, Bilbo would be making the interviews a part of the organizational routine, thereby removing the surprise and limiting — but not eliminating — the possibility that subordinates might try to manufacture meaning for the event.
- In some situations, Frodo might use the skip-level interview to tell Gandalf something that Frodo knows to be incorrect or exaggerated, to disparage Bilbo's performance. If Gandalf has an agenda, and if Frodo can divine it, Frodo can tailor his misrepresentation to what he believes Gandalf wants to hear. If he does, his effort is more likely to be effective.
- In any case, Gandalf When everyone understands that the
supervisor conducts routine skip-level
interviews, the mere fact that one occurs
is unlikely to cause speculation
about the supervisor's purposemust be neither too trusting nor too skeptical. He is wise not to accept at face value anything he learns from Frodo, but just as important, he cannot seem to Frodo to be skeptical or distrustful of Frodo. He must take Frodo seriously, but he must take action only after confirming Frodo's assertions with third parties (other than Bilbo).
- If Gandalf does confront Bilbo with allegations obtained from Frodo — allegations that are unconfirmed, and which Bilbo knows to be false — then Bilbo must accept that he has a problem. Whether Gandalf is naively eager to find fault with Bilbo, or Gandalf is trying to assemble a case against him, Bilbo's remaining tenure as Gandalf's subordinate isn't likely to be a happy one.
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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.
- Devious Political Tactics: Divide and Conquer, Part I
- While most leaders try to achieve organizational unity, some do use divisive tactics to maintain control,
or to elevate performance by fostering competition. Understanding the risks of these tactics can motivate
you to find another way.
- Passive Deceptions at Work
- Among the vast family of workplace deceptions, those that involve camouflage are both the most common
and the most difficult to detect. Here's a look at how passive camouflage can play a role in workplace
- Active Deceptions at Work
- Among the vast family of workplace deceptions, those that involve presenting fiction as reality are
among the most exasperating, because we sometimes feel fooled or gullible. Lies are the simplest example
of this type, but there are others, and some are fiendishly clever.
- Some Hazards of Skip-Level Interviews: III
- Skip-level interviews — dialogs between a subordinate and the subordinate's supervisor's supervisor
— can be hazardous. Here's Part III of a little catalog of the hazards, emphasizing subordinate-initiated
Forthcoming issues of Point Lookout
- Coming June 27: Interrupting Others in Meetings Safely: I
- In meetings we sometimes feel the need to interrupt others to offer a view or information, or to suggest adjusting the process. But such interruptions carry risk of offense. How can we interrupt others safely? Available here and by RSS on June 27.
- And on July 4: Interrupting Others in Meetings Safely: II
- When we feel the need to interrupt someone who's speaking in a meeting, to offer a view or information, we would do well to consider (and mitigate) the risk of giving offense. Here are some techniques for interrupting the speaker in situations not addressed by the meeting's formal process. Available here and by RSS on July 4.
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- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough. Lessons abound. Among the more important
lessons are those that demonstrate the power of the agile approach to project management and product
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Monthly Meeting, Cincinnati
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