Voici comment vous pouvez guider votre équipe grâce à l’intelligence émotionnelle tout en déléguant efficacement des tâches.

Doing work you are good at and have a passion for are 2 important parts. Don't just understand their strengths and weaknesses, though you should do that, but also know what excites them, what are they passionate about? Knowing this, and most importantly showing them you care about this will go a long way in your relationship with them and their productivity on the tasks you are delegating. Also show them how the task links to benefits for your clients and for your company. Show them the value and worth of the task I didn't just combine these 4 components, but together they are the concept of Ikigai - good at, passionate about, helps the world, and you can be paid for. This concept has been linked to fulfillment in scientific studies

Clearly communicate the task AND let them know where you see ambiguity. Letting someone know "I don't know how we do this part, so let's experiment and figure it out together" enables several things: 1 - freedom to fail. Experimentation means it's not all known so trying something and changing course is expected and celebrated 2 - figuring it out together enables a sense of cooperation and combats isolation that often comes from delegation

Embrace authenticity by clearly communicating your expectations and openly discussing the strengths and challenges each team member may face. When delegating tasks, provide support by offering resources and guidance tailored to individual needs, making it clear that you’re available to help. This approach reduces the assumption that everyone requires the same level of assistance or must handle everything alone. Encourage team members to ask questions and share concerns, creating an environment where they feel comfortable seeking help. Regularly check in to assess progress and offer constructive feedback, which helps address issues early and keeps the team aligned. Acknowledge and celebrate small wins to boost morale.

There are 3 periods of support to consider: before, during, and after. Before It's important before they begin a task to make sure they know you trust them. If possible, highlight the specific skills they have that made you think they could be good at the task. "I know your attention to detail will add a lot of value to this project" helps them see why they were chosen and are capable During Make sure they know you are available to help, but also who else is available? Are there other people who can help them fill in gaps? You should support, but you avoid setting up a culture where you are the only support. After Do a retro so you can celebrate what they did well and learn together

This is where the power of "commander's intent" can be powerful. Make sure they know your intent and goals in the project, but also that they know where they should consult you and where they can just act according to the intent. This can be hard for a lot of leaders - we need to let go of the vine. We need to be ok with many different "how's" as long as the goals are met. This means we need to be clear on the purpose or why and communicate that to our team

This goes to understanding all the aspects of the Ikigai as well as the "support after" of a retro. Team members should be encouraged to grow, but we also need to be clear. Communicating when we believe something may be a stretch task for them will make them feel more comfortable asking for support when they need it. If we say "I could do this in 30 minutes" then they won't feel comfortable asking for help if they get stuck. We want to stretch, not break