Skip Level Meeting Form

This form is used to prepare for a skip level meeting by organizing the employee’s recent wins, current blockers, support needs, and feedback for their direct manager. It gives the manager or facilitator a clear agenda before the conversation starts. The template is especially useful when you want the meeting to produce follow-up items instead of staying at a general check-in level.

Usually the employee fills it out before the meeting, and a manager, HR partner, or team lead reviews it ahead of time. In some organizations, the skip-level leader may also add notes after the meeting. If the form is used for a recurring cadence, the same person should own completion each time so the responses stay comparable.

Use it for scheduled skip level meetings, such as quarterly or monthly check-ins, or any time leadership wants structured feedback from employees. It is not necessary for every informal conversation. The best cadence depends on team size, manager span, and how often issues need escalation.

Keep the feedback specific, observable, and tied to work patterns rather than personality. The form includes a dedicated field for manager feedback, a topic selector, and a share-with-manager choice so the employee can control whether the feedback is passed along. That makes it easier to separate coaching input from private concerns.

This template is not designed as an anonymous submission form because skip level meetings usually depend on follow-up and context. If your organization needs anonymous feedback, use a separate anonymous channel and keep this form for named meeting prep. That distinction helps preserve trust and makes the follow-up trail clearer.

The most common mistakes are making every field required, asking for too much detail, and skipping the follow-up section. Another frequent issue is collecting vague feedback that cannot be acted on, such as broad complaints without examples. The form works best when it uses progressive disclosure and only asks for the details needed to support the meeting.

You can tailor the meeting focus options, add team-specific blocker categories, or adjust the support type choices to match how your organization works. For example, a product team may want fields for cross-functional dependency issues, while an operations team may want escalation paths. Keep the structure simple so the form remains easy to complete and review.

After submission, the facilitator should review the responses, prepare the meeting agenda, and identify any items that need escalation or follow-up. The form should make it clear whether the information will be shared with the direct manager and who will own each next step. A short confirmation line helps set expectations and reduces uncertainty.

An ad hoc conversation can surface useful information, but it often misses key details or leaves no record of follow-up. This template creates a consistent structure for wins, blockers, support, and manager feedback so the meeting is easier to run and easier to act on afterward. It also helps leaders compare themes across meetings without relying on memory alone.