Some Hazards of Skip-Level Interviews: II

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.

Misrepresentations

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.

We'll continue next time, exploring subordinate-initiated skip-level interviews. First in this series | Next in this series  Top    Next Issue

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 welcome

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.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

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.

Related articles

More articles on Devious Political Tactics:

Cultural Indicators of Political Risk

Because of fire risk, hiking in dry forests during dry seasons can be dangerous. In the forest, we stay safe from fire if we attend to the indicators of fire risk. In the workplace, do you know the indicators of political risk?

Counterproductive Knowledge Work Behavior

With the emergence of knowledge-oriented workplaces, counterproductive work behavior is taking on new forms that are rare or inherently impossible in workplaces where knowledge plays a less central role. Here are some examples.

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 hijacking.

Narcissistic Behavior at Work: VIII

Narcissistic behavior at work can have roots in attitudes and beliefs. Understanding which attitudes or beliefs underlie narcissistic behavior can sometimes have predictive value. Among such attitudes or beliefs are those related to envy.

Dealing with Credit Appropriation

Very little is more frustrating than having someone else claim credit for the work you do. Worse, sometimes they blame you if they get into trouble after misusing your results. Here are three tips for dealing with credit appropriation.

See also Devious Political Tactics and Workplace Politics for more related articles.

Forthcoming issues of Point Lookout

Coming April 15: Incompetence: Traps and Snares

Sometimes people judge as incompetent colleagues who are unprepared to carry out their responsibilities. Some of these "incompetents" are trapped or ensnared in incompetence, unable to acquire the ability to do their jobs. Available here and by RSS on April 15.

And on April 22: Intentionally Misreporting Status: I

When we report the status of the work we do, we sometimes confront the temptation to embellish the good news or soften the bad news. How can we best deal with these obstacles to reporting status with integrity? Available here and by RSS on April 22.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

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

Public seminars

Bullet Points: Mastery or Madness?

Decision-makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision-makers, guiding them into making poor decisions. Read more about this program.

Here are some dates for this program:

• Wherever you are: it's a Webinar: June 24, Monthly Webinar, sponsored by Technobility Webinar Series. Register now.
   
• Wherever you are: it's a Webinar: June 24, Monthly Webinar, sponsored by Technobility Webinar Series. Register now.
   

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.

• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.