Not sure if this is the best place to post this question but I THINK it is!?
I'm a relatively new director (within the last year) with 2 managers, each has 3-4 supervisors below them and each sup has 8-12 Field Service Engineers. We were recently acquired by a much larger company (700 employees to 70,000 employees) and as you might expect rumors are running rampant, lots of feelings of disconnected-ness, etc. In conversations with my managers I'm flabbergasted by some of the things that the sup's and below are asking as I "thought we talked about that" but obviously the message isn't getting across. We're planning a meeting next week with my managers and supervisors to talk about things abit more. This got me thinking about starting a regular cadence of skip meetings.
I've been reading about skip level meetings and just listened the first podcasts "Skip Levels". I was always under the impression that skip level meetings were essentially occasional one-on-ones with your skips (in my case, the supervisors). Listening to the podcasts it appears to be more of a group setting. Is this how you've done your skip meetings? I know that we don't want to do weekly "Skip one-on-ones" but are quarterly skip O3's acceptable? Too much? Anyone have any thoughts about remote skips? We are scattered over the country and 100% remote.
I'd like any insight anyone has to this as my work scope is about to expand...with a couple additional manager/directs and some supervisors and more technicians. I feel like I need to get this right.
What'cha got brain trust?
By the way, I'll be at the M-Conference next week!