I grew up learning to call these folks emerging leaders as opposed to effective leaders. In my experience, it takes roughly 18 to 36 months for their reputations to catch up with them and their superiors to realize that the wool has been pulled over their eyes. Today’s post is a good antidote to prevent this from happening to you. So are peer reviews and skip level meetings with their direct reports from time to time.
I have seen it formalized, but it comes across too robotic to me. The best instances I’ve seen work is when the leader receives a third party compliment about a skip level and they reach out to thank them. Or when a high perming team member is struggling, frustrated, or not feeling the love, and a leader reaches out to them and asks what they can do the help.
I grew up learning to call these folks emerging leaders as opposed to effective leaders. In my experience, it takes roughly 18 to 36 months for their reputations to catch up with them and their superiors to realize that the wool has been pulled over their eyes. Today’s post is a good antidote to prevent this from happening to you. So are peer reviews and skip level meetings with their direct reports from time to time.
Have you seen skip level meetings formalized in an organizational schedule? What would you think is an effective cadence?
I have seen it formalized, but it comes across too robotic to me. The best instances I’ve seen work is when the leader receives a third party compliment about a skip level and they reach out to thank them. Or when a high perming team member is struggling, frustrated, or not feeling the love, and a leader reaches out to them and asks what they can do the help.