The Bila conversation must be relevant to the employee
A bilateral conversation is a conversation in private between manager and employee. If it’s a good one, then during this “one-on-one” conversation topics will come up that, for example, are hardly touched upon in a work meeting. The bila conversation is an excellent time to converse in a personal way, about problems, development and competencies.
What is the meaning of bilateral
A Bilateral conversation, it’s a mouthful and sounds somewhat pompous to say the least. Actually, it means nothing more than a conversation between two people. The word bilateral, originally from Latin, literally means two-sidedbilateral (bi = two, lateral is side) or from both sides. This means that a bilateral conversation should ideally take place on the basis of equality. Both interlocutors are willing to listen to each other and be open to each other’s arguments. From both sides, the interlocutors show something of themselves. This should lead to greater understanding and appreciation for each other.
What is the purpose of a bilateral conversation?
BBilateral conversations are primarily designed to discuss things relevant to the employee. Topics related to his personal life. In an informal way, it should provide insight into his state of being, both inside and outside the work situation. That makes this type of conversation fundamentally different from other types of conversations that much more specifically address the employee’s performance, development, competencies or goals. What matters are questions such as: What specific issues keep the employee busy at work? What’s bothering him? Are there things in the home situation that are important to know?
What are the pitfalls of a Bila conversation?
It is without a doubt a noble endeavor to have a bilateral conversation in private. Yet this is not at all simple. People often struggle to communicate openly. One’s own ego and character can be a major stumbling block causing pitfalls to lurk. Much depends on which institution is entering the conversation with.
- As a manager, are you constantly doing most of the talking, or are you willing to listen to what the employee has to say?
- Do you want to demonstrate your superiority or is the conversation based on equality and can you as a manager put yourself in the employee’s shoes?
- Can you distinguish between a performance review and a bilateral review?
- Are you able to avoid getting bogged down in too much informality and the meeting becoming a cozy get-together?
Conclusion
Bilateral conversations can be valuable when conducted properly and with the right mindset. That is, when there is actually a two-way conversation. It is up to the manager to find out how the employee stands in his work as a person. Some examples of how to give the employee the opportunity to tell their story are:
- What do you want to spend the next half hour talking about?
- What change would you like to see?
- What have you learned in the past month?
