{"id":8613,"date":"2021-09-13T16:30:27","date_gmt":"2021-09-13T21:30:27","guid":{"rendered":"https:\/\/www.managementcenter.org\/?post_type=resources&p=8613"},"modified":"2025-07-14T21:28:12","modified_gmt":"2025-07-14T21:28:12","slug":"how-to-manage-skip-level-relationships","status":"publish","type":"resources","link":"https:\/\/www.managementcenter.org\/resources\/how-to-manage-skip-level-relationships\/","title":{"rendered":"How to Manage Skip-Level Relationships"},"content":{"rendered":"

A reader asks:<\/p>\n

\u201cI manage three other managers, who have teams of their own. Sometimes members of their teams come directly to me with ideas, questions, or concerns. I don\u2019t want to step on their managers\u2019 toes. At the same time, I don\u2019t want to shut myself out from hearing about how things are working two or more steps removed from me and I find it useful to have a decent sense of those team members. How do I navigate this?\u201d<\/em><\/p>\n

When it comes to managing managers, cultivating relationships with staff members several paces away can seem tricky. You don\u2019t want to undermine your managers\u2019 relationships with their teams or inadvertently send conflicting messages about priorities or workflow\u2014and you also need to hear staff members\u2019 perspectives in order to manage their managers well.<\/p>\n

There\u2019s good news: you can build relationships with your managers\u2019 team members without creating problems. In fact, interacting with your direct reports\u2019 direct reports\u2014with care, attention, and consistency\u2014has significant benefits:<\/p>\n

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  1. Supportive relationships across lines of organizational power can counteract inequities and give staff a greater sense of belonging and value.<\/li>\n
  2. Getting to know staff can help you to spot the next wave of upcoming talent\u2014people who might eventually report to you (or be your peers)!<\/li>\n
  3. When people know you, they\u2019re generally much more likely to approach you if there\u2019s a problem (or praise) you should hear about.<\/li>\n<\/ol>\n

    The main advice we offered in our manager\u2019s guide to relationship-building<\/a> holds true for your relationship with staff members who report your managers, as well. Here are three specific tips for navigating skip-level relationships successfully.<\/p>\n

    1. Create opportunities to get to know your managers\u2019 staff members.<\/h3>\n

    When you occupy a leadership position, you have power. This means not everyone will be comfortable popping into your virtual office hours unless you make it a norm. So, be proactive and create opportunities for connection, both formal and informal, and let managers and staff know your objectives are to connect with everyone on the team, better understand staff experience, and spot opportunities to be a more helpful coach for the manager. You can get to know your managers\u2019 staff by:<\/p>\n