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A skip-level meeting is a conversation with a senior leader above your direct manager. To make it useful for career growth, arrive with a specific goal, ask what skills or experiences could help you reach it, and leave with one practical next step. The meeting can also surface team concerns or provide broader organizational context; its purpose and format vary by workplace.
What is a skip-level meeting?
It connects an employee directly with a leader who is above their direct manager in the reporting line. Some organizations use skip-level conversations as regular check-ins; in others, a leader may hold one to understand how a team is working and what challenges employees face. Clarify the purpose before preparing, because a career-development conversation calls for different priorities than a team listening session.
Skip-level meetings are not a substitute for your relationship with your manager. SHRM’s guidance on preparing for a skip-level meeting recommends transparency and preparation with the manager and team where appropriate. If you are unsure whether your manager knows about the meeting, ask about the organization’s usual practice rather than treating the conversation as a way to go around them.
Prepare a focused agenda
Before the meeting, find out how much time you have and what the leader hopes to cover. Prepare a short work update, then choose only the questions that match your most important goal. A useful preparation note can be as simple as:
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- One specific growth goal, such as building a skill or preparing for a type of role.
- One obstacle or question you want advice on.
- A follow-up that would help, such as a resource, introduction, or development opportunity to explore.
Taking notes is optional, but keeping a record of the leader’s responses can help you act on the advice later. The Glassdoor skip-level meeting agenda also recommends noting responses for future reference.
Ask questions that connect your goal to action
State the kind of growth you are interested in, then ask what would help you prepare. Specific questions are more likely to produce usable guidance than asking generally how to get promoted. Choose a few that fit the time available.
Skills, experience, and opportunities
- “What skills or experiences would help me prepare for the next step I’m interested in?”
- “What development opportunities should I look for, and what would make me a strong candidate for them?”
- “How can I contribute more to the organization while building that experience?”
- “What advice would you give someone at my career stage?”
Follow up on broad advice with a practical question: which project, assignment, or capability would be a good place to start? Baylor University Human Resources includes career goals and progress among its questions for second-level managers. The University of South Carolina’s Skip Level Conversation Guide also covers growth and development.
Feedback and manager support
Ask for feedback you can use, and give enough context for the leader to respond meaningfully. For example: “On the recent client handoff, I handled the timeline and updates. What would you suggest I strengthen if I want to lead more cross-team work?” You can also ask what support from your manager or the organization would help you make progress.
Team roadblocks and resources
If a team issue is affecting your work, describe a specific situation and its effect rather than making unsupported claims about a person’s motives. A constructive framing is: “I’ve noticed [specific situation]. It affects [work or outcome]. I’d value your advice on [specific support or next step].” You might ask:
- “What is one thing our team could improve, and what support would help?”
- “Are there resources or decisions that could help remove this obstacle?”
- “How can we improve collaboration across the teams involved?”
Baylor’s guidance includes questions about feedback, resources, manager support, and team obstacles. The U.S. Chamber of Commerce CO— guide describes skip-level meetings as a way for senior leaders to hear employee feedback and understand workplace conditions.
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Organizational strategy and culture
If you want broader context, ask how your team’s work supports organizational priorities or what changes leaders are watching. This can help you understand which skills and contributions may matter as priorities evolve. Keep this discussion tied to your own development rather than trying to cover every company-wide issue in one meeting.
Independent reader supportYour contribution helps us test, update, and keep practical guides available for everyone.Handle concerns candidly and constructively
You do not need to hide a real problem, but make it possible for the leader to respond. Explain what happened, how it affects your work or an outcome, and what kind of advice or support you are seeking. Distinguish what you observed from your interpretation, and avoid turning a single example into a sweeping accusation.
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- Author: Bungay Stanier, Michael.
- Publisher: Page Two
- Pages: 244
- Publication Date: 2016-02-29
- Edition: 1
If the concern involves your manager, focus on work impact and the change that would help. Whether and how to raise it in a skip-level conversation depends on your workplace norms and the seriousness of the issue; for urgent or formal matters, use the appropriate internal reporting or HR channel rather than relying on an informal career conversation.
Close with a clear next step
Near the end, summarize the action you plan to take and confirm any commitment the leader made. For example, you might agree to pursue a particular assignment, develop a skill, or follow up after discussing an opportunity with your manager. Thank the leader for their time, then send a brief follow-up if that is appropriate in your organization. Baylor Human Resources recommends following up and thanking the employee after the meeting; for an employee, a concise thank-you also provides a natural place to confirm agreed actions.
What the meeting can—and cannot—do for your career
A skip-level conversation can give you context, feedback, and ideas for development or support. The cited guidance offers meeting advice, not evidence that these meetings cause promotions, raises, or any particular career outcome. Treat a useful answer as information to act on, not as a promise of advancement. For a broader development conversation, the University of Wisconsin–Madison’s Career Conversations guidance recommends thinking through professional goals and desired outcomes in advance.
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