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 issue 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
Would you like to see your comments posted here? rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.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.
This article in its entirety was written by a human being. No machine intelligence was involved in any way.
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:
- Narcissistic Behavior at Work: III
- People who behave narcissistically tend to regard themselves as special. They systematically place their
own interests and welfare ahead of anyone or anything else. In this part of the series we consider how
this claimed specialness affects the organization and its people.
- Narcissistic Behavior at Work: VII
- Narcissistic behavior at work prevents trusting relationships from developing. It also disrupts existing
relationships, and generates toxic conflict. One class of behaviors that's especially threatening to
relationships is disregard for the feelings of others. In this part of our series we examine the effects
of that disregard.
- 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.
- Career Opportunity or Career Trap: II
- When an opportunity seems too good to be true, it might be. Although we easily decline small opportunities,
declining an enticing career opportunity can be enormously difficult. Here's Part II of a set of indicators
that an opportunity might actually be a trap.
- Responses to Outrageous Demands
- From time to time, we might encounter a powerful person making outrageous demands, possibly accompanied
by threats if we don't comply. At first, the choice seems to be between acceding to their demands or
flat out refusing. There are other possibilities.
See also Devious Political Tactics and Devious Political Tactics for more related articles.
Forthcoming issues of Point Lookout
- Coming December 11: White Water Rafting as a Metaphor for Group Development
- Tuckman's model of small group development, best known as "Forming-Storming-Norming-Performing," applies better to development of some groups than to others. We can use a metaphor to explore how the model applies to Storming in task-oriented work groups. Available here and by RSS on December 11.
- And on December 18: Subgrouping and Conway's Law
- When task-oriented work groups address complex tasks, they might form subgroups to address subtasks. The structure of the subgroups and the order in which they form depend on the structure of the group's task and the sequencing of the subtasks. Available here and by RSS on December 18.
Coaching services
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.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 500-1000 words in your inbox in one hour. License any article from this Web site. More info
Follow Rick
Recommend this issue to a friend
Send an email message to a friend
rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.comSend a message to Rick
A Tip A Day feed
Point Lookout weekly feed