Meetings with non-directs

Sure, I see no harm in doing an initial 1:1 with the other 10.

Also, check the podcast on skips level meetings

http://www.manager-tools.com/2006/04/skip-levels/

During the first 90 days, do not rock the boat. Your goal is to forge relationships with your directs and observe for a while. Start up O3's - yes. Start up skip-level management? I do not advise that.

My experience is in a very, very large IT organization with a very strong structure and traditional chain of command.

When a new manager comes in and starts skipping over people to everyone "to get to know them" - there is only one logical conclusion that the intelligent will draw: You are considering replacing your directs with some of the skips and want to try everyone out. Mistrust, anger, and resentment will be the cornerstones of your relationships with your directs in this situation.

I've tried this myself: Unmitigated disaster. Finally one of my directs went out on a limb and came to me begging to be fired or simply demoted already and be done with it. I realized the problem was my behavior and backed off from the skips considerably so that I would stop fomenting the belief that I was shopping through my skips for replacements.

I have also been a victim of this behavior. My boss has skipped over me many times. It leaves me thinking, "Well, gee, what the heck am I for?" and that my boss is shopping for my replacement. We talked about it calmly (no feedback model with bosses!), and I asked to be copied in or used as a conduit when possible - the behavior extinguished soon after because my boss listened and is concerned about my morale. I also worked hard to ensure my skips were accessible in urgent conditions when I am unavailable.

I have witnessed it attempted by my own boss's boss in the past. The result was the same. The guy two levels up was reaching direct to me after just starting with us, and my boss was clearly disturbed. I took extra precautions to copy him in on everything that transpired and provide updates on any conversations or requests. I provided all data back up through my boss to give to his boss. I did everything I could to send the polite signal that I work for my boss and will not cut him out of the loop or allow him to be sidelined.

I was given criticism for engaging in this behavior by the guy 2 levels up. I responded, "I would provide you with the same loyalty and service that I do my current boss. I always watch my boss's back the best I can."

In every case I have observed, here were the results:

* Skips start skipping over your directs
* Your directs become terrified they are doomed and that new boss = "you're fired"
* Manager doing all of the skip-level managing thinks it is one big happy family
* Your directs are undermined and feel like they cannot effectively manage the team because you have become the only manager and they are just gophers.

In short, my observation is that the purpose for having O3's - Relationships based on trust which is based on communication - is undermined by too much skip level managing in an organization like mine.

Are the other 10 directs of your directs or some other arrangement?

If they are directs of your directs (i.e. your skips) then I agree that having skip level meetings at this stage probably isn't a great idea. On the other hand I don't see any issue with having an initial meeting with everyone (directs and skips) to basically say "Hello, I'm the new boss. I hope to get to know you all over the next few months. Here's a quick 5 minutes on my background and the goals my boss has given me for us over the coming year."

If it's some other arrangement then that would depend on the situation.

Stephen

[quote="DrMaltz"]I understand your concern. I'm definitely not trying to skip.
I think I 'll communicate with my direct that I would like to setup a "hello" type discussion. Hopefully, that gives my direct an opp to share any concerns.[/quote]

Consider making the "hello type discussion" a GROUP meeting. Keep it casual enough for people to interact with you, and invite them to stay in touch with you directly following the meeting.

Individual sessions - even "hello type discussions" - run the dangers that 41 laid out so well above.

Don't overreach during the first 90 days - there's plenty of time to develop indirect relationships.

-Hugh

(Removed by author)

Sorry if I wasn't clear in my effort to support Stephen's advice - I maybe mistook Dr Maltz' last post to mean he was planning individual "hello type discussions."

-Hugh