Skip Levels
April 3rd, 2006This week’s show (part 1 of 2 parts) is about a rarely used but powerful Manager Tool, The Skip Level.
If you’ve ever wondered what was going at senior levels, and thought that if “they” would keep you informed, things would be a whole lot better, the Skip Level is YOUR way of reducing those problems in your part of your organization. The fact is, it’s hard to communicate even directly to your team. Many of us learned that when we “discover” our teams through One on Ones.
Skip Levels help managers communicate more directly and deeply into their organization. It can never take the place direct communications among teams and individuals, but it is a powerful adjunct to those efforts.
We lay it all out for you: their purpose, the basics of setting one or more up, what the agenda should be, what to cover and how, and, what the most important item on the agenda always is.
Other managers not welcome - that’s the Skip Level.
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April 3rd, 2006 at 11:24 pm
Mark and Michael,
I think your information is REMARKABLE. Thanks for all the great ideas, tips, and methods. I feel like such a freeloader that I was compelled to pass some info on to you that I thought might help bring even more listeners to your site. I found this site called Podzinger (http://podzinger.com/) that indexes podcasts audio and video so it can be “text searched”. I found the original link here: http://www.dailywireless.org/modules.php?name=News&file=article&sid=5296
It’s not always easy finding the podcast content you are looking for and I think this site helps the user who is searching to find information they are looking for.
I hope this helps get your site found.
Shane Petty
April 3rd, 2006 at 11:52 pm
Shane,
Thanks for the great feedback … and the great suggestion! I’ll look into Podzinger right away.
Thanks again!
best regards,
Mike
April 4th, 2006 at 12:39 am
Shane-
Thanks for the kind words and the suggestion.
It’s funny you use the word “remarkable”. Seth Godin, a hugely popular marketing consultant with a good blog, says that THAT is what makes for the best kind of marketing. Creating something that is remarkable - able to motivate users to remark about it to others - is the way to the best kind of growth. It’s what we’re shooting for every cast.
It’s a privilege to do this for you,
Mark
April 22nd, 2006 at 12:40 am
I enjoyed the information about skip levels.
I have a suggestion for how to get questions going. I’ll admit that since I don’t have Skips, I’ve never tried this in such a meeting, but it’s worked well for me in presentations. In a sense, I’ll prime the pump. Let’s say that no one wants to ask questions. I’ll say something like “I’m surprised that no one’s asked yada-yada-yada; that’s what lots of people seem to be interested in. So are there any more questions?” And, of course, someone asks that very question, and you can say “that’s a great question, thanks for asking that,” and get a laugh. And every time I’ve done that, more questions follow.
chuck
April 22nd, 2006 at 6:00 pm
Chuck-
Yep, that’s a good one, and both Mike and I have used it in skip levels with good effect.
Thanks for posting!
Mark
May 6th, 2006 at 1:54 pm
[…] I lost an employee in the past month, and one of the things he said was “I wish you treated your employees as well as you treat your customers.” Now, he didn’t say this to me because, honestly, I believe I do treat my employees as well as I treat the customers. You’d have to ask my directs to verify this, but I think it’s pretty close to true in the large majority of cases. I’ve got mixed feelings about that comment. I’m glad that the customrs are being treated in an enviable way… I’m not thrilled that the employee felt he wasn’t. That’s an area where some work can be done… I’m OK with being critical of myself and others… if I quit being critical, looking to improve, listening to criticism and suggestions… then I’ve got a problem, and according to that exit interview, that store had a problem. I believe it’s been addressed now. I’ll be doing skip levels in a bit and finding out. Technorati Tags: management, Manager Tools, work simplerich posted at 11:22 am in: Work […]
May 9th, 2006 at 1:49 pm
How do you address manager’s concerns about meeting with their staff without them present? When I suggested the idea of skip level meetings, my entire management team expressed concerns that I didn’t trust them and that meeting with their staff without them doesn’t demonstrate support of them.
Brett Mello
IT Director
Grand Rapids, MI
May 9th, 2006 at 5:06 pm
Brett-
Great question, and I’m sorry we didn’t address it as directly as we could have in the casts.
I’d certainly be raising one eyebrow (if I could) at this response. Sounds like they’re concerned about what their staffs might say. Good to keep in mind (and do nothing directly about.)
First, I’d tell them, “I can understand your concerns, and I’m sorry if you got the wrong idea. Sometimes when we communicate, messages get confused, as this one did. I think Wellington said, “[communicate] in a way not only so that you are understood, but so that there is no way you are misunderstood.
“This is NOT a fact finding or fishing expedition, or an effort to learn something about you. Frankly, it has nothing to do with you. It is about me trying to reinforce the many messages their folks get through their chain of command by reducing the friction that is inevitable when communicating through multiple layers. Yes, that might reflect on my skips’ bosses, but it also reflects on me.
“What’s more, they know I’m your boss. They know I know stuff that I don’t communicate to you, but I don’t specifically intend to hold on to. Sometimes, I just can’t say everything I want to because of time and volume constraints. This gives me a chance to hear from them what their concerns are. I don’t doubt that you’re doing your best to help me understand those issues. But in the same way that I’m not always perfect at communicating downward, I’d bet you’re not always perfect at telling me what’s going on.
“Even that, though, doesn’t make this about you. Sometimes, people want a shot at the boss. This is an opportunity for me to be a leader and hear them out if they want to speak up.
“As well, we all should be cautious about jumping to distrust as a motive. This is an open communication environment. We’re not about layers and levels and who can talk to whom. If you disagree with me, let’s sit down and talk about that (so you can learn to see it my way
). If one of your folks came to see me, I’d talk to them. If you want to go talk to my boss, go. I trust you.
“I appreciate your concerns, and sorry I wasn’t clearer. As a matter of professional development, this is done everywhere in nearly all large organizations. Don’t assume this is rare or different or otherwise motivated other than a genuine interest in EVERYONE in my organization.
“It’s not about you.”
Again, great question! Thanks.
Mark