As an organizational leader, it’s easy to get caught up in high-level activities and lose sight of what’s happening at the ground level. What are you missing from on high? A skip-level meeting can help you find out.

So what is a skip-level? It’s when a higher-up manager meets with an employee who is more than one level down the chain—most likely the crew of your direct reports. And it can be a great tool to engage, inform, and motivate the skippers, skippees, and even the managers being skipped! A well-conducted skip-level can increase transparency, improve communication, and build relationships of trust throughout the organization. So how can you hold a skip-level that is both effective and non-threatening?

For starters, you can keep the skipped employee in the loop. You don’t want your skipped manager to think you’re trying to spy on them or dig up dirt. So approach the skipped before you schedule the skip-level, and be sure to share the purpose for the meeting and the information you hope to get. Everything that happens around the meeting should be seen as constructive criticism; nothing is meant to get the skipped in trouble or threaten their job security.

Second, understand that employees may not open up to you just like that, especially if you haven’t been present before now. Before scheduling skip-levels, try to circulate among the employees you want to meet with. Be seen, chat with people, and make yourself accessible. Then you’ll have some credibility and rapport when it’s skip-level time, and you’ll be more likely to hear what’s really going on. Even still, expect that your authority may be intimidating to some. Not every employee will be up front in sharing their thoughts and opinions, or they might put a rosy spin on everything. Remind employees that this is not an interrogation, and that their jobs are not at stake.

Third, prepare for the meeting by knowing who you’ll be meeting with, what they have achieved, and any anticipated concerns that might come up. Meet them at their office, don’t summon them to yours. And if you don’t know the employees that well, use the meeting to learn more about each other’s backgrounds and goals. Recognize any specific achievements and be on the lookout for known concerns.

And finally, ask the right types of questions! A positive question with an open end will be more comfortable for employees to answer, and will yield better results. Questions can include: 1) What is one thing we need to start/stop doing immediately to be more successful? 2) What do you like most about working here? 3) What other support or resources do you need to do your job? 4) How does your team leader best help you? 5) What questions can I answer?

Remember, a skip-level meeting is a powerful tool to help you strengthen the organization! But a poorly conducted skip-level can do more harm than not having held one at all. So keep the meetings on track and focus only on areas you are willing and able to change. And follow up! Maintain your credibility by sharing your take-aways and following through as appropriate. Your diligence will only reinforce the importance of future skip-levels!