Some Hazards of Skip-Level Interviews: III

As we've seen, skip-level interviews present risks to supervisors who initiate them. But there are also risks for subordinates who initiate skip-level interviews, however informal or spontaneous they might be. Because subordinates who initiate skip-level interviews almost always seek redress of grievances against their supervisors, this type will be our focus. As in the earlier installments of this exploration, we'll use the name Frodo for the subordinate, Bilbo for the subordinate's supervisor, and Gandalf for Bilbo's supervisor.

Retribution

When Frodo initiates a dialog with Gandalf, Bilbo might become worried. The less Bilbo knows about the topics of the dialog, the more worried he is likely to become. If the dialog is conducted in private, and especially if its existence is hidden, Bilbo is more likely to feel that his performance is the topic and that Frodo is attacking him.

These risks are elevated when there is ongoing difficulty between Bilbo and Frodo. And such situations are exactly those in which Frodo is most likely to turn to Gandalf for assistance. Moreover, in times of difficulty between Bilbo and Frodo, Bilbo is likely to be most alert to contact between Frodo and Gandalf.

Even if Bilbo has no definite knowledge of the content of the Frodo-Gandalf dialog, he might assume the worst, and seek retribution for Frodo's supposed offense. Retribution is even more likely if Gandalf subsequently takes any action that leads Bilbo to believe that it resulted from the Frodo-Gandalf dialog. Frodo would be wise to seek an interview with Gandalf only if he believes that Gandalf will act responsibly, with discretion, and with appropriate care for Frodo.

Peer concerns

When Frodo's peers learn that Frodo and Gandalf are meeting (or have met), they might also become worried. Like Bilbo, their level of concern is inversely correlated with their level of knowledge of the content and existence of the dialog.

For example, Even if the supervisor has no
definite knowledge of the content of
the dialog between the subordinate
and the supervisor's supervisor, he
or she might assume the worst,
and seek retributionif one of Frodo's peers is a favorite of Bilbo, he or she might worry that Frodo is complaining to Gandalf about favoritism, and that Gandalf's response might end the favoritism. This worry might lead to difficulty between Frodo and his peer.

Frodo's peers also present security risks with regard to the interview with Gandalf. If Frodo has been open about his desire to meet with Gandalf, and open about the appointment itself, then his peers might transfer this information to Bilbo, wittingly or not. If Bilbo's performance is indeed the topic of the meeting, Frodo would be wise to be discrete about the meeting, even with respect to his peers.

The most important risks for Frodo involve Bilbo's response. Initiating a meeting with Gandalf can expose Frodo to these very real risks. Unless Frodo is relatively certain that Gandalf will take effective action that will help Frodo, the risks probably outweigh the benefits. First 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:

Ten Approaches to Managing Project Risks: I

Risk management usually entails coping with losses if they do occur. Here's Part I of a concise summary of the options for managing risk.

Suppressing Dissent: II

Disagreeing with the majority in a meeting, or in some cases, merely disagreeing with the Leader, can lead to isolation and other personal difficulties. Here is Part II of a set of tactics used by Leaders who choose not to tolerate differences of opinion, emphasizing the meeting context.

Is It Arrogance or Confidence?

Confusing arrogance and confidence can cause real trouble — or lost opportunities. What exactly is the difference between them?

Narcissistic Behavior at Work: IV

Narcissistic behavior at work is more damaging than rudeness or egotism. It leads to faulty decisions that compromise organizational missions. In this part of the series we examine the effects of constant demands for attention and admiration.

What Is Hypophora?

Hypophora is a rhetorical device that enables its users to deliver simple messages with enhanced power. But it has a dark side. The people who read or hear those messages tend to assess them as having more merit than they do.

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

Forthcoming issues of Point Lookout

Coming November 27: Implicit Interrogations

Investigations at work can begin with implicit interrogations — implicit because they're unannounced and unacknowledged. The goal is to determine what people did or knew without revealing that an investigation is underway. When asked, those conducting these interrogations often deny they're doing it. What's the nature of implicit interrogations? Available here and by RSS on November 27.

And on December 4: Implicit Interrogation Tactics

When one person tries surreptitiously to extract information from another at work, an implicit interrogation is taking place. Here are seven tactics that people use to interrogate others without revealing what they're doing. Available here and by RSS on December 4.

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

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.