I'm a staff eng and have 1:1s with other managers I don't report to and my peer staff/principle engs in other reporting chains and they are some of the most valuable meetings I have to keep connected with what other teams and the rest of the organization is doing, what's going well, what they might need from me, pain points, initiatives, etc. And of course just to build and maintain rapport across the org, which absolutely pays dividends.
I do these less frequently than with my direct manager, but still on a regular cadence, typically once a month or every other month.
I'm a staff eng and have 1:1s with other managers I don't report to and my peer staff/principle engs in other reporting chains and they are some of the most valuable meetings I have to keep connected with what other teams and the rest of the organization is doing, what's going well, what they might need from me, pain points, initiatives, etc. And of course just to build and maintain rapport across the org, which absolutely pays dividends.
I do these less frequently than with my direct manager, but still on a regular cadence, typically once a month or every other month.