How to Prepare for a Skip-Level Meeting - Employee & Manager Tips

Skip-level meetings—where an employee speaks directly with their manager’s manager—benefit both sides of the organizational chart. Employees often gain a broader perspective on company strategy and a chance to spotlight their achievements, while managers get real-time insight into daily operations, team morale, and emerging ideas. By opening a channel between different levels of the hierarchy, companies can spot opportunities for innovation and foster a more transparent culture.

In places like Google and Netflix, skip-level meetings are a normal part of the work rhythm, inviting fresh ideas from every corner of the business. For employees, these sessions are a rare opportunity to connect with senior leadership. For managers, they offer a direct line to the “front lines” of a project or team.

If you’re gearing up for a skip-level chat—whether you’re an employee preparing to make a fdgood impression or a manager aiming to host a productive, forward-thinking conversation—there are some best practices worth keeping in mind.

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Clarify Why You’re Meeting

Before diving into any skip-level session, both the employee and the manager should pinpoint the primary purpose.

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Are you there to brainstorm new solutions, evaluate ongoing projects, or discuss professional growth paths?

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fFor employees, a quick chat with your direct supervisor or HR can confirm the focus. For managers, you might want to define clear objectives for the conversation—such as gathering candid feedback or identifying high-potential employees.

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Some companies, like Microsoft, use skip-level meetings specifically to take the pulse on workplace culture. Employees get a safe space to voice concerns about workloads or team dynamics, and managers learn what’s really happening on the ground floor. By clarifying the meeting’s goal in advance, both parties avoid tangential topics and can make the most of the time they have together.

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Revisit Recent Achievements (Employees) and Recent Wins (Managers)

For employees, your skip-level conversation is a great moment to showcase the value you bring. Rather than listing every minor accomplishment, select highlights that align with the company’s broader goals. Mention key metrics, success stories, or cross-department collaborations you’ve been part of.

Managers can also prepare by reflecting on the team or department’s achievements. Rather than focusing solely on your high-level perspective, gather examples of wins that the employee might find relevant or inspiring—like how one team overcame a major bottleneck or introduced a time-saving process. Sharing these stories can encourage open dialogue, showing you’re invested in recognizing everyone’s contributions, not just the big headlines. Plus, it sets the tone that your meeting is about learning and growing together.

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Plan Talking Points that Serve Both Sides

Whether you’re the employee or the manager, it’s wise to have a short list of talking points in mind.

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If you’re an employee, think about where you want to take your career, what challenges you see daily, and where you might use more support or training. At LinkedIn, for instance, many employees use skip-level meetings to better understand how their day-to-day work ladders up to the company’s broader mission of connecting professionals worldwide.

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Managers, on the other hand, can come prepared with questions that prompt honest insights. Are there systemic inefficiencies that employees notice? Do they have suggestions for product improvements or new market opportunities? Fostering a safe, respectful environment encourages employees to speak openly.

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Jot down these prompts in advance. When both parties arrive with thoughtful topics, the meeting becomes a real exchange of information rather than a one-sided performance review.

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Study Each Other’s Context

For employees, it’s useful to do some light background research on the manager you’ll be speaking with. If they’ve led particular initiatives or posted thought leadership pieces on platforms like LinkedIn, referencing those shows genuine interest in their work.

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Managers can prepare similarly by reviewing the employee’s file and feedback they’ve received, as well as any relevant projects they’ve contributed to. The goal is to avoid walking in cold, which can lead to superficial or awkward discussions.

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By learning even a little about each other’s responsibilities, strengths, and interests, you’ll pave the way for a more focused and comfortable dialogue. Both sides should aim to connect the dots between individual goals and the company’s overarching strategy.

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Address Challenges Proactively

It’s tempting to use skip-level meetings purely as a showcase of achievements, but real growth often happens when we acknowledge areas for improvement. Employees should be ready to share pain points—whether it’s a recurring bottleneck or outdated software—and offer potential solutions or workarounds.

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Managers can facilitate this by asking open-ended questions that invite honesty. Instead of saying, “Everything is fine, right?” try something like, “What’s one thing we could streamline or improve in your workflow?”

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This approach signals that you genuinely want to hear about problems. When employees feel heard—especially in a skip-level context—they’re more likely to share ideas and trust you with candid feedback. Addressing issues together can lead to positive changes that benefit the entire organization.

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Communicate with Clarity

Whether you’re an employee explaining your role or a manager outlining organizational priorities, clarity is key.

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For employees, it can help to prepare a brief “elevator pitch” on your recent projects and goals: something that covers the who, what, and why in under a minute. This way, you won’t ramble or lose track under pressure.

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Managers, likewise, should practice concise communication. If you’ve got relevant data or next-quarter projections, share them in a way that’s easy to digest—bullet points, short anecdotes, or highlights rather than overwhelming charts.

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Clear messaging sets the stage for a balanced conversation, allowing ample room for follow-up questions and deeper dives. Everyone benefits when information is presented without unnecessary jargon or lengthy exposition.

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Maintain Openness and Professionalism

For employees, showing openness means demonstrating a willingness to consider feedback. Even if the conversation touches on sensitive topics—like performance concerns or conflicts with teammates—try to approach them with a learning mindset. Companies like Apple have a culture of spirited debate, yet they remain deeply focused on learning and refining their products. Striking that same blend of confidence and humility can leave a positive impression on management.

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Managers can model this openness as well. Make it clear that you value input from every level of the organization. Simple gestures—like asking follow-up questions or making eye contact—show that you’re fully present. If you disagree with an employee’s perspective, do so respectfully, highlighting shared goals rather than focusing on differences. By treating the skip-level meeting as a partnership, you encourage a culture where honesty and respect coexist.

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Define and Document Next Steps

Before the meeting wraps up, both the employee and the manager should confirm any newly agreed-upon action items.

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Employees might commit to exploring a new software tool, following up on a suggested training program, or scheduling a brainstorming session with another team.

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Managers might promise to set up introductions, remove a bureaucratic hurdle, or investigate a proposed improvement.

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This is where a quick recap helps. Summarize key points and ensure both parties have a clear understanding of timelines or responsibilities. Some organizations rely heavily on clear action items to keep projects moving. By outlining next steps before saying goodbye, you transform a one-off meeting into a catalyst for actual change. It also provides a natural segue for continued dialogue—fostering an ongoing relationship rather than a “one and done” session.

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Getting the Most Out of PerformYard

Both employees and managers can benefit from using a performance management tool like PerformYard. For employees, it’s an easy way to track progress toward goals and maintain a history of achievements and feedback. When skip-level time comes around, you’ll have concrete data to reference, whether it’s KPI dashboards or recent project evaluations.

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Managers can leverage PerformYard to gather 360-degree feedback and keep tabs on how 

different teams are performing. By reviewing performance data ahead of a skip-level meeting, you can tailor your questions to the employee’s real-world results and experiences. During the meeting, reference insights you’ve gleaned from PerformYard to spark more specific, constructive discussions.

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Finally, don’t forget to update PerformYard with any new goals or commitments made in the skip-level session. If the employee is taking on a leadership course, for instance, record it. If the manager is removing a blocker in the employee’s workflow, note it. This helps both parties stay accountable and ensures that the outcomes of the meeting don’t get lost in busy day-to-day operations. Over time, it creates a documented journey of growth, collaboration, and continuous improvement.

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