The more stages a message goes through, the more distorted it becomes – like silent mail. Skip-level one-on-one meetings between managers and employees two or more levels below you break this pattern and allow you to get unfiltered, first-hand feedback.
Because your strategy often sounds good on paper – but how is it really implemented in everyday life? Skip-level meetings help you to bridge the gap between glossy presentations and actual reality. Are your plans being implemented in everyday team life? How are employees really doing?
In my experience, quantitative employee surveys are never as powerful as qualitative skip level employee interviews with a good agenda template and questions. The key difference: emotions from up close have a much bigger impact on you than reading a few numbers on employee satisfaction.
Whether in a face-to-face, remote, digital or virtual one-on-one meeting, skip level 1-to-1 meetings provide space for important feedback and a type of communication that is essential in today's working world. And in this article, I'll give you the key tips, good questions and an agenda template that you can use in your skip level one-on-one meetings to have good conversations.
First of all: If you're still unsure about what good one-on-one meetings look like, take a look at our guide: The guide with 6 tips for successful one-on-one meetings.
What are skip-level meetings?
Skip-level one-on-one meetings are direct discussions between a manager and the employees who work one or more management levels below them –, i.e. without the direct line manager as an intermediary. They serve to obtain unfiltered feedback from the teams, strengthen the corporate culture and gain transparency about challenges and successes.
For managers: 9 tips for skip level meetings
1. Clarify your "why" – What is your goal? 🎯
Before you set up meetings, think about: Why am I doing this? Do you want to find out how well certain processes work? Understand the corporate culture? Give employees a voice? Your goal determines which questions you ask, who you talk to and which topics are relevant.
2. Choose your conversation partners specifically 🎯
Instead of just having random conversations, ask yourself: Who can provide me with valuable insights? This could be experienced employees, new team members or key people in projects. The aim is to gain as broad and honest a perspective on the company as possible.
3. Take the uncertainty: send the agenda in advance 🤝
Many employees are initially unsettled when a manager from a higher level suddenly schedules a meeting. Communicate clearly why you are holding the meeting –, for example, to gather feedback, better understand the team culture or optimize processes. Ideally, you should send out the rough agenda to the employee in advance – more on this below. Make it clear that it is not a performance check, but an open discussion.
4. Start with appreciation 🌟
Show genuine interest in the employee. If you inform yourself in advance, you can, for example, mention a success or a contribution made by the employee. A little recognition carries a lot of weight due to your position and can increase motivation enormously.
5. listen more than you talk 👂
A skip-level meeting is not a lecture, but a listening meeting. Let the employee finish speaking, take breaks and ask questions. Your goal is to get real insights – not to present your own point of view.
6. Don't take criticism personally – but seriously ⚖️
Sometimes you will receive feedback that is uncomfortable. Resist the temptation to justify yourself. Instead: Ask and understand. A simple "Thank you for being open about that. Tell me more about it." shows that you see criticism as valuable input.
7. Take notes – and follow 📝
If you promise things (e.g. to address a problem or follow up on something), keep your word. Write down important points and send a short follow-up message after the conversation if necessary. This shows that you are not only listening, but also acting.
8. Be present regularly – but don't overdo it ⏳
Skip-level meetings are valuable – but they should not send a micromanagement signal. Schedule them at sensible intervals, e.g. quarterly with different employees, so that you stay close to the action but don't give the impression that you are interfering too much.
9. Create psychological safety 🛡️
Employees only speak openly if they feel safe. Make it clear that there are no negative consequences for honest answers. If topics arise that concern the direct superior, be particularly sensitive and discreet.
So, now you've heard some tips as a supervisor or manager for your one-to-one meeting. Let's move on to tips for the employee(s).
For employees: 8 tips for the meeting with your boss
The following tips are of course only guidelines that you should adapt to your actual meeting. After the tips, we finally come to the skip level meeting agenda template.
1. Realize: This is an opportunity, not an interrogation!
Many employees are nervous when a manager from a higher level schedules a meeting. But: the meeting is not a performance review. The manager wants to hear your perspective, not put you to the test.
2. Prepare 2–3 topics that are important to you
Think about it beforehand: What bothers you in your day-to-day work? What is going particularly well? What ideas do you have? That way, you'll be prepared if the manager asks for your opinion.
3. Be honest – but tactically smart
Yes, this is an opportunity for open feedback. But: Instead of just naming problems, try to make constructive suggestions. Formulate criticism in a solution-oriented way, e.g:
- ❌ "Our processes are chaotic."
- ✅ "I think we could work more efficiently with clearer responsibilities."
4. Ask questions yourself – that makes a good impression
Skip-level meetings are not a one-way street! Good questions show interest and help you to find out more about the company strategy. Examples:
- "What are currently the biggest challenges from your perspective?"
- "What are the company's priorities for the coming months?"
- "Is there anything we should pay more attention to as a team?"
5. If you want to address a sensitive topic, think carefully about the choice of words
Sometimes you want to talk about something critical – about your direct superior, for example. If you are unsure, ask: "How confidential is this conversation?" And: Stick to facts, not personal judgments.
6. If you are unsure, ask for context
If you don't know exactly why the meeting is taking place, you can ask in a friendly manner:
- "Is there anything in particular I should prepare for?"
- "Are there any topics that particularly interest you?"
This shows interest and gives you more clarity.
7. Deliver when you have promised something
If you come up with an idea during the interview or the manager asks for information, send a short follow-up message afterwards. This shows professionalism and commitment.
8. Take it easy – you weren't invited by chance!
Remember: The manager has deliberately scheduled this meeting to hear your opinion. You have a valuable perspective, so take advantage of the opportunity! 😊
An agenda template for your skip level One-on-One meeting as a manager
The fact that you clicked on this article tells me that you are also looking for an agenda template for skip level one-on-one meetings.
That's why you'll find a template here that should be a good accompaniment to a classic monthly or quarterly skip level performance review, for example.
Introduction (5 min.)
- Welcome & short introduction (if necessary)
- How has your day been so far?
Open questions on the employee perspective (10–15 min.)
- How are things currently going in your team? Are there any challenges or things that are working particularly well?
- Which processes or structures could be improved?
- Are there any obstacles that make your work more difficult?
Feedback on leadership & corporate culture (10–15 min.)
- Do you feel sufficiently supported to do a good job?
- Is there anything the management level could do better?
- How do you experience the corporate culture on a day-to-day basis?
Development & Cooperation (5–10 min.)
- Are there any resources or support that you lack?
- What development opportunities would you like to see?
- How can we improve collaboration between teams?
Conclusion & follow-up (5 min.)
- Is there anything else that we haven't discussed but is important?
- Summary of the conversation & next steps
⁉️ Mood check (survey)
As you can see, the main aim of such a skip level one-on-one conversation as a supervisor is to zoom out. This is often very difficult in everyday life, which is why a dedicated block of time is necessary.
By the way, don't be fooled by the agenda: Basically, your goal should be for your intrinsically motivated employee to bring as many topics as possible to the table themselves. This is precisely why the tip above is so important: communicate in advance what your goal is with the one-on-one meeting.
Following the agenda template, let's move on to some questions for your skip level one-on-one interview as a manager.
For managers: 35 good questions for your skip level 1-on-1
As you can see below, I have divided the various question suggestions into different categories. This is where my tip above comes into play again: focus on the areas and topics that are relevant to you.
Of course, it is also interesting to hear about the employee's current project. But if the primary reason for your skip level one-on-one conversations is, for example, to better understand your management culture, then you should probably ask your questions more about the employee's direct manager.
Let's get started with the list of 35 skip level questions for supervisors and bosses.
Questions about the team
- How do you feel about the team dynamic? Are there any aspects that could be improved to strengthen collaboration?
- What are the biggest challenges your team is currently facing?
- How effective is communication within your team? Are there any misunderstandings or information gaps?
- Is there enough support and resources to achieve the team's goals?
- How would you describe the culture in your team? Are there any areas where you would like more support or encouragement?
Questions about the company
- How do you feel about the current direction the company is taking? What is going well and what could be improved?
- Are there any company initiatives that you find particularly helpful or obstructive? Why?
- Do you feel that the company is setting the right priorities? If not, which ones do you think should be at the forefront?
- How well do you think the corporate strategy is understood in your department or division? What do you think could be communicated better?
- What opportunities do you see for the company to grow or develop further in the next 1–2 years?
Questions about the direct manager
- How would you describe your direct superior? What do you think is going well and what could be improved?
- Do you feel sufficiently supported and encouraged in your development by your manager?
- Is there any feedback that you would like to give your manager, but which may not always be discussed?
- In your opinion, how good is the transparency and trust between you and your line manager?
- Does your team regularly receive clear and constructive feedback on its work?
General questions about the working environment
- What motivates you most at work? What are the biggest obstacles that stop you from giving your best?
- What changes would you like to see to make your daily work more efficient or fulfilling?
- What personal or professional development resources would you like to have that could help you grow?
- How good do you feel the work-life balance is in your team and in the company in general?
- Are there any processes or procedures that you think could be improved to increase efficiency?
Questions to understand the "whys" of the company
- Do you have a clear understanding of why the company makes the decisions it does? What do you think could be better explained?
- How important is it for you to understand the "why" behind corporate strategies and goals? What information are you missing in order to better grasp the "why"?
- Do you think the company communicates its vision and mission clearly enough? Why or why not?
- To what extent do you feel personally connected to the company's overarching mission and goals?
- Are there any decisions or changes in the company where you had difficulty understanding the overarching purpose or "why"?
Questions about further development and career
- How do you see your own development within the company? What are your long-term goals and how does the company support you in achieving them?
- What skills or experiences would you like to develop further? Are there any specific trainings or resources you would like to see?
- Do you feel that there are enough opportunities for advancement within the company? Why or why not?
- Are there other teams or departments that you would like to work with or learn more from?
- What could we do to ensure that you continue to feel supported and valued?
Questions about current projects and initiatives
- How is your current project or initiative going? What obstacles are there and how can we help you overcome them?
- Do you feel you have the resources and authority to be successful? If not, what are you missing?
- Are there any processes or practices that you would improve in your current project?
- What is your experience of working with other teams or departments on this project?
- How satisfied are you with the way goals and expectations are set and communicated for this project?
9 health surveys as interactive questions in Skip Level 1-to-1s
In addition to these skip level meeting questions, there are of course other topics that you can reflect on in your appraisal interview – and other methods.
Having spoken to around 100 managers over the last few months, I have noticed a pattern.
Many supervisors occasionally incorporate small surveys into their one-on-one meetings. This means that they simply go through a few questions in a relaxed manner and ask their staff a) whether he or she agrees with a statement (for example from 1 to 7) and then b) why he or she answered in this way.
They expect the following from these micro-surveys in 1:1s:
- More variety and engagement in 1-to-1 conversations
- Taking on new perspectives
- Measurability of (soft) KPIs such as satisfaction over time
And of course you can also use this idea for your skip level one-on-one meeting. I have put together five statements for you here that focus on reflecting important preconditions for every successful employee.
In our one-on-one meeting software Echometer, we have an integrated tool that visualizes the results of such surveys over time as a metric and gives you tips with an AI assistant –, please have a look without logging in using the button below.
⁉️ Mood check (agreement from 1-7): Personal development
- "My work tasks usually progress very quickly, even if external feedback is necessary."
- "If I observe suboptimal behavior, I know how I can constructively draw my colleagues' attention to it."
- "I receive constructive Feedback both to my work and to my personal development."
- "I see an attractive career path ahead of me in the company." #Growth
- "In the last few weeks, I have often been able to use my Strengths at work."
This is what this survey looks like in Echometer:
Download template as printable PDF
Preview: PDF template
If you would like to download the above sample or template as a printable PDF, simply click on the image below. You can then edit or print the template as you wish.
Click image to open ⬇️
Download template as Word document
Preview: One-to-One Meeting Microsoft Word Template
If you would like to download the above sample template as a Word document, simply click on the image below. You can then edit or print the template as you wish.
Click image to open ⬇️
Download template as Google Docs
Preview: Google Docs one-to-one meeting template
If you want to edit the above sample template as Google Docs, simply click on the image below. You can then edit the template flexibly by copying it.
🚸 Attention: You must be logged in to Google to be able to copy (and thus edit) the template in the menu at the top left.
Click image to open ⬇️
Download template as Google Sheets
Preview: Google Sheets one-to-one meeting template
If you would like a template for weekly check-ins as an editable Google Sheet, simply click on the image below. You can then edit the template flexibly and print it out, for example.
🚸 Attention: You must be logged in to Google to be able to copy (and thus edit) the template in the menu at the top left.
Click image to open ⬇️
Download template as Excel or XLXS
Preview: Excel or XLSX template
If you would like to download the above template as a printable or editable XLSX, simply click on the image below. Then you can flexibly edit or print the template.
Click image to open ⬇️
As you can see, the statements address key preconditions of staff that feels happy.
Another prerequisite for healthy, productive employees is, of course, a good manager. Above are some questions that will help you reflect on the employee's direct manager.
Of course, there are also specific health statements for this topic area that you can take with you into your one-on-one meeting. Specifically, here are 4 questions or behavioral anchors that you can reflect on in a skip level one-on-one meeting.
As you can see, I have also saved these agenda templates as PDF, Microsoft Word document, Google Docs, Sheets and Excel – You can also download, edit and print them using the toggle below the agenda template.
⁉️ Mood check (agreement from 1-7): Leadership quality
- "I'm really happy with my team leader." #JobSatisfaction
- "My team leader regularly zooms out to see the higher-level Team goalsexplain the strategy and the vision."
- "My team leader questions things in a constructive way." #Feedback #Leadership
- "My team leader sets an example of what he expects from us as a team." #Leadership
This is what this survey looks like in Echometer:
Download template as printable PDF
Preview: PDF template
If you would like to download the above sample or template as a printable PDF, simply click on the image below. You can then edit or print the template as you wish.
Click image to open ⬇️
Download template as Word document
Preview: One-to-One Meeting Microsoft Word Template
If you would like to download the above sample template as a Word document, simply click on the image below. You can then edit or print the template as you wish.
Click image to open ⬇️
Download template as Google Docs
Preview: Google Docs one-to-one meeting template
If you want to edit the above sample template as Google Docs, simply click on the image below. You can then edit the template flexibly by copying it.
🚸 Attention: You must be logged in to Google to be able to copy (and thus edit) the template in the menu at the top left.
Click image to open ⬇️
Download template as Google Sheets
Preview: Google Sheets one-to-one meeting template
If you would like a template for weekly check-ins as an editable Google Sheet, simply click on the image below. You can then edit the template flexibly and print it out, for example.
🚸 Attention: You must be logged in to Google to be able to copy (and thus edit) the template in the menu at the top left.
Click image to open ⬇️
Download template as Excel or XLXS
Preview: Excel or XLSX template
If you would like to download the above template as a printable or editable XLSX, simply click on the image below. Then you can flexibly edit or print the template.
Click image to open ⬇️
So, now you as a supervisor or team lead should have a good foundation for the skip level one-on-one interview with your direct report or actually "indirect report".
And, can you hardly wait to ask these questions? Very good, that makes me happy.
If you would like more creative input, I can recommend our corresponding article: 129 Good One-on-One Meeting Questions (by a Psychologist).
15 more Templates for One-on-One Meetings (as Doc, PDF etc.)
You've probably already guessed it. Of course, there are many more agenda templates for one-on-one meetings that you will need sooner or later.
For example, I talk about agenda templates for your one-on-one meeting on salary, your conversation with a difficult employee or with a completely new employee.
We have additional templates for all of these use cases, which you can find in this article: 15 Free Proven One-on-one Meeting Templates to Edit & Print
Conclusion: Conducting skip level meetings effectively
Your skip level one-on-one meeting should always have a simple minimum goal: Make a positive impression on the employee, show appreciation and motivate. Your influence as a senior manager on any junior employees is huge – so use it and spread good energy.
The many questions and the agenda template should help you with this.
Our AI meeting assistant for one-on-one meetings can also help you with this. If you'd like to find out more, take a look at our website: The best 1-on-1 meeting software.
Most Agile Coaches and Scrum Masters run in circles...
...fixing superficial symptoms. Time to use psychology to foster sustainable mindset change.
FAQ about skip level One-on-One meetings
You should already know the most important things about skip level one-on-one meetings. But since there are some strange – questions circulating on the Internet on the subject, I would like to go into them again here in the form of a short FAQ.
1. What is a skip level one-on-one?
A skip level one-on-one meeting is a discussion between an employee and a manager who is two or more hierarchical levels above the employee, i.e. without the direct line manager being present. The aim is to gain direct insights into the employee's working methods, challenges and feedback.
Example: A team member talks to a managing director or a senior manager without the direct superior being present.
2. Are skip level meetings bad?
No, skip level meetings are not fundamentally bad, but rather good. They offer the opportunity to gather information directly from the "grass roots" and promote open communication between different hierarchical levels. It is important that these meetings are well structured and conducted respectfully in order to create trust.
3. What is a skip level interview?
A skip level interview is simply another word for a skip level one-on-one meeting. It refers to the same format in which a manager, who is above an employee's direct supervisor, conducts an interview with that employee.
4. How often should you have skip level one-on-one meetings?
The frequency of skip level meetings depends on the company and the culture. In general, it makes sense to hold these meetings at least every 3 to 6 months to ensure regular communication. In fast-moving companies, it could also be more frequent.
Example: A meeting every 4 months to receive updates and collect feedback. This may mean that you have a skip-level 1-to-1 meeting with a different employee every week and have spoken to 16 employees over 16 weeks.
5. Are skip level meetings effective?
Yes, skip level meetings can be very effective if you conduct them correctly. They provide the manager with direct insights into the needs and challenges of employees and enable open and honest communication. They are particularly valuable for increasing employee engagement and motivation.
6. Are skip level meetings good?
Yes, skip level meetings are a good way to create transparency and promote a healthy corporate culture. They can help break down barriers between different hierarchical levels and build a stronger connection between employees and management – so a clear recommendation.
7. What should I say as an employee in my skip level meeting?
In a skip level meeting, you should talk openly about your experiences, challenges and ideas. It is an opportunity to give honest feedback, make suggestions for improvement and ask questions that are on your mind. Avoid only mentioning problems, but also try to suggest solutions.
Example: "I find it difficult to clearly understand the priorities of our department. I could imagine a quarterly "Ask the CEO" meeting like at Facebook – what do you think?"
8. Should I be honest as an employee in a skip level meeting?
Yes, you should of course be honest in your skip level meeting. It's an opportunity to express your true thoughts and concerns. Honest feedback can help identify problems early and find solutions. However, make sure to remain respectful and constructive to maintain trust.
Example: "I often feel overloaded because we constantly get new projects without old ones being completed. Perhaps we could improve resource planning."
