How to Navigate a Skip-Level Meeting in English
Learn the English phrases for preparing for and participating in a skip-level meeting with your manager's manager, including what to raise and what to avoid.
A skip-level meeting — a conversation with your manager’s manager — can feel higher-stakes than a regular 1-on-1, and it’s easy to either waste it on small talk or accidentally turn it into a complaint session about your manager. This guide gives you the English to use the meeting well.
Opening With Purpose
Set a constructive tone from the start, especially if this is your first skip-level.
- “Thanks for making time for this — I wanted to use it to share some perspective on the team and get your take on a few things.”
- “I appreciate the chance to connect directly — I have a few topics in mind, but I’d also love to hear what’s on yours.”
- “I want this to be useful for both of us, so I’ve jotted down a couple of things I’d like to cover.”
Sharing Team-Level Observations Constructively
A skip-level is a good venue for broader observations, framed constructively rather than as complaints.
- “One thing I’ve noticed across the team is [observation] — I’m curious if that matches what you’re seeing from your side.”
- “I wanted to share a pattern I’ve noticed, not to point fingers, but because I think it’s worth your visibility.”
- “From where I sit, [process or dynamic] seems to be creating friction — I wanted to flag it constructively.”
Asking About the Bigger Picture
Use the access to ask questions your regular manager might not be positioned to answer.
- “How does our team’s work connect to the broader priorities you’re tracking this quarter?”
- “What does success look like for this org from your vantage point, beyond what filters down to us day-to-day?”
- “Is there context on the roadmap or strategy that would help me prioritize better?”
Discussing Your Own Growth
A skip-level is a reasonable place to get a second perspective on your trajectory, without undermining your manager.
- “I’d love your perspective on my growth here — what do you see as the biggest opportunity for me?”
- “Beyond what I discuss with my manager, is there anything you’d flag as a gap worth focusing on?”
- “I wanted a second opinion on how my work is landing at a level above my day-to-day manager.”
Avoiding the Complaint-Session Trap
If you have a real concern about your manager, raise it thoughtfully rather than venting.
- “I want to raise something carefully — I’ve noticed some friction in how [specific situation] has been handled, and I’d value your perspective.”
- “This isn’t a complaint so much as something I think would benefit from your visibility.”
- “I want to be constructive here rather than critical — is there a good way to raise a concern about team dynamics?”
Closing the Conversation
End with a clear sense of what, if anything, happens next.
- “This was really helpful, thank you. Should we plan to do this again periodically?”
- “I appreciate the time and the context — I’ll take some of this back to how I think about my own priorities.”
- “Thanks again — is there anything from this conversation you’d like me to follow up on?”
Vocabulary Reference
| Term | Meaning |
|---|---|
| Skip-level | A meeting between an employee and their manager’s manager |
| Vantage point | A particular perspective, often from a higher or different position in the organization |
| Constructive feedback | Feedback intended to help improve a situation, framed without blame |
| Trajectory | The direction and pace of someone’s career progression |
| Org (organization) | The broader team or division structure someone belongs to |
Key Takeaways
- Open the meeting with a clear, constructive purpose rather than defaulting to small talk.
- Share team-level observations as constructive input, not as complaints about specific people.
- Use the access to ask bigger-picture questions your regular manager might not be positioned to answer.
- It’s appropriate to ask for a second perspective on your own growth and trajectory.
- If raising a concern about your manager, frame it carefully and constructively, not as venting.
Navigating Subtle Feedback – The Art of the “Just Checking” Message
Skip-level meetings can feel particularly daunting. It’s not just about presenting work; it’s about demonstrating you understand the bigger picture and that your thinking aligns with senior leadership. A key element often missed is how to receive feedback, especially when it’s delivered subtly – a comment during the meeting, an email follow-up, or even a quick Slack message. The goal isn’t necessarily to agree immediately, but to show you’ve heard and are considering the perspective. Mastering phrases that acknowledge this process is crucial.
One common scenario involves a code review comment from your manager’s manager: “Just checking – do we still need this dependency?” This isn’t an outright criticism of your choice; it’s a question prompting reflection on its ongoing necessity. A good response avoids immediate defensiveness and demonstrates engagement. Instead of saying, “Yes, it’s essential for X reason,” which can sound defensive, consider something like: “Thanks for flagging that. I appreciate the perspective. Let me double-check the documentation to confirm its current relevance within the project’s scope.” Or, if you genuinely needed it but weren’t articulating that clearly, a more proactive approach might be: “Absolutely, thanks for pointing that out. We’ve been using this dependency to support [specific feature] and I can provide some context around why we chose it at the time – perhaps there are alternative solutions we could explore now?” The key is to frame your response as an invitation for further discussion rather than a firm declaration.
Another example occurs in Slack after submitting a PR: “Just checking on this - any thoughts before merging?” This can feel like pressure, but treat it as valuable input. A thoughtful reply isn’t about immediately justifying your work; it’s about seeking clarification and demonstrating respect for the reviewer’s time. You could respond with: “Thanks for reviewing! I’m happy to discuss anything you’re seeing. I focused on [specific area] based on the requirements outlined in [document/ticket], but I’m always open to hearing alternative approaches.” Or, if you need more information, a polite request might be: “Great feedback – could you elaborate slightly on your concern regarding [specific aspect]? That would help me ensure I’m addressing it fully.”
Ultimately, the ‘just checking’ phrase is about signaling that you value their input and are willing to engage in a collaborative dialogue. It acknowledges the hierarchy without bowing to it and demonstrates professionalism at every stage of the communication process. Remember – it’s listening as much as it is responding.