Skip-Level Meetings: How Bypassed Managers React and Why Execution Matters

Skip-level meetings, where senior leaders meet with employees two or more levels below them, can be a double-edged sword. A qualitative exploratory study published in IEEE Engineering Management Review found that these meetings are common in some organizations but norm-breaking in others. The research highlights that the success of skip-level meetings hinges on how they are conducted. When done well, they can improve communication, uncover hidden issues, and foster trust. However, if mishandled, they risk alienating bypassed managers, creating confusion, and undermining authority. The study notes that bypassed managers may actually support skip-level meetings if they are transparent and inclusive, but they can feel threatened if excluded. Context matters: organizational culture, hierarchy, and the purpose of the meeting all influence outcomes. For companies considering skip-level meetings, the key takeaway is to define clear objectives, communicate openly with all levels, and ensure follow-up actions. Done right, these meetings can strengthen leadership and engagement; done wrong, they can erode trust and morale.