Developing Collaborative, Trusting, and Engaged Teams through Skip-Level Meetings

2.50
Hdl Handle:
http://hdl.handle.net/10755/620375
Category:
Full-text
Type:
Poster
Title:
Developing Collaborative, Trusting, and Engaged Teams through Skip-Level Meetings
Author(s):
Yoho, Mary Judith
Lead Author STTI Affiliation:
Zeta Pi
Author Details:
Mary Judith Yoho, RN, CNE, myoho@chamberlain.edu
Abstract:
Session presented on Monday, September 19, 2016: As a nursing leader, developing collaborative and engaged teams is a priority in achieving strategic goals. �Skip-level meetings are geared towards any leader who supervises teams and would like to build stronger working relationships and understanding with colleagues who report to the leader?s direct-report managers. The purpose of skip-level meetings is to provide an opportunity to gain unfiltered perspectives from colleagues about particular topics. The leader creates a solid foundation of trust by allowing for open and honest dialogue.� Valuable feedback on new initiatives, colleague motivators, process improvement strategies, professional development needs, and mentoring opportunities are possible outcomes of developing ��stronger relationships with team members. There are two types of skip-level meetings: leader/colleague meetings and leader/team meetings.� The type of meeting conducted varies with the outcome and benefit the leader plans to achieve. Leader/colleague meetings are best implemented when the goal is to know colleagues and their individual?s perspectives. �Leader/team meetings are best planned to understand how a team functions and challenges the team is managing.� In conducting both leader/colleague and leader/team meetings, a six-step process is used to ensure a productive, beneficial skip-level meeting. �Focus questions are prepared prior to the meeting with the intent to address the major meeting topics. In describing the goals and benefits of skip-level meetings, it is also important to recognize areas to avoid.� Discussions related to the manager?s performance, venting frustrations about colleagues and their manager, and probing for problems are not the intent of skip-level meetings. �Leaders should use this opportunity to gain a more global perspective of the individual or team?s experience. � It is important for leaders to understand that managers may feel threatened by the skip-level process.� Open door discussions with managers are designed to discuss their questions, alleviate concerns, and reconfirm the purpose of the skip-level meetings. �It is critical for leaders share feedback from the meetings with managers and discuss strategies to act upon the main issues and concerns. Feedback can be provided in a way which is categorized by topics and themes, without associating the colleagues to the information. The goal of skip-level meetings is to increase engagement, establish trust, and improve communication between leaders and their direct reports? team members. The honest and open dialogue that occurs as a result of skip-level meetings can greatly accelerate a team?s productivity.� Skip-level meetings should be implemented as a standard leadership strategy.
Keywords:
1. Skip-level meetings; 2. Building a foundation of trust; 3. Open lines of communication
Repository Posting Date:
16-Sep-2016
Date of Publication:
16-Sep-2016
Other Identifiers:
LEAD16PST162
Conference Date:
2016
Conference Name:
Leadership Connection 2016
Conference Host:
Sigma Theta Tau International
Conference Location:
Indianapolis, Indiana, USA
Description:
Leadership Connection 2016 Theme: Personal. Professional. Global. Held at the Marriott Downtown, Indianapolis.

Full metadata record

DC FieldValue Language
dc.language.isoen_USen
dc.type.categoryFull-texten
dc.typePosteren
dc.titleDeveloping Collaborative, Trusting, and Engaged Teams through Skip-Level Meetingsen
dc.contributor.authorYoho, Mary Judithen
dc.contributor.departmentZeta Pien
dc.author.detailsMary Judith Yoho, RN, CNE, myoho@chamberlain.eduen
dc.identifier.urihttp://hdl.handle.net/10755/620375-
dc.description.abstractSession presented on Monday, September 19, 2016: As a nursing leader, developing collaborative and engaged teams is a priority in achieving strategic goals. �Skip-level meetings are geared towards any leader who supervises teams and would like to build stronger working relationships and understanding with colleagues who report to the leader?s direct-report managers. The purpose of skip-level meetings is to provide an opportunity to gain unfiltered perspectives from colleagues about particular topics. The leader creates a solid foundation of trust by allowing for open and honest dialogue.� Valuable feedback on new initiatives, colleague motivators, process improvement strategies, professional development needs, and mentoring opportunities are possible outcomes of developing ��stronger relationships with team members. There are two types of skip-level meetings: leader/colleague meetings and leader/team meetings.� The type of meeting conducted varies with the outcome and benefit the leader plans to achieve. Leader/colleague meetings are best implemented when the goal is to know colleagues and their individual?s perspectives. �Leader/team meetings are best planned to understand how a team functions and challenges the team is managing.� In conducting both leader/colleague and leader/team meetings, a six-step process is used to ensure a productive, beneficial skip-level meeting. �Focus questions are prepared prior to the meeting with the intent to address the major meeting topics. In describing the goals and benefits of skip-level meetings, it is also important to recognize areas to avoid.� Discussions related to the manager?s performance, venting frustrations about colleagues and their manager, and probing for problems are not the intent of skip-level meetings. �Leaders should use this opportunity to gain a more global perspective of the individual or team?s experience. � It is important for leaders to understand that managers may feel threatened by the skip-level process.� Open door discussions with managers are designed to discuss their questions, alleviate concerns, and reconfirm the purpose of the skip-level meetings. �It is critical for leaders share feedback from the meetings with managers and discuss strategies to act upon the main issues and concerns. Feedback can be provided in a way which is categorized by topics and themes, without associating the colleagues to the information. The goal of skip-level meetings is to increase engagement, establish trust, and improve communication between leaders and their direct reports? team members. The honest and open dialogue that occurs as a result of skip-level meetings can greatly accelerate a team?s productivity.� Skip-level meetings should be implemented as a standard leadership strategy.en
dc.subject1. Skip-level meetingsen
dc.subject2. Building a foundation of trusten
dc.subject3. Open lines of communicationen
dc.date.available2016-09-16T14:25:11Z-
dc.date.issued2016-09-16-
dc.date.accessioned2016-09-16T14:25:11Z-
dc.conference.date2016en
dc.conference.nameLeadership Connection 2016en
dc.conference.hostSigma Theta Tau Internationalen
dc.conference.locationIndianapolis, Indiana, USAen
dc.descriptionLeadership Connection 2016 Theme: Personal. Professional. Global. Held at the Marriott Downtown, Indianapolis.en
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