Relevant With The Times

For the next three posts, I wanted to share a trio of things that I see as being Facets of Relevancy for leadership. These three things are broad sectors in which leaders can show their relevance to their followers. These are things that every leader can easily do, and they are things that every leader needs to do. Relevant leadership is key to a leader who wants to have sustained success with his or her organizational mission and a true connection with his or her followers.

The first thing that leaders need to be relevant with is this: Leaders need to be relevant with the times.

This does not mean that leaders need to be up to date with what Lindsay Lohan is doing or who Paris Hilton is dating. They do not need to be hip to the jive for all of the new dance steps or have a Myspace page. They do not need to wear skinny jeans or own an ipod (although they should…the ipod, not the skinny jeans).

But leaders should strive to be relevant with the times in ways that affect their followers. Leaders should seek to know the trends going on in the world outside of the office. Leaders should try to be aware of the new thoughts and thought patterns of the younger generation. They should look for a general feel and a vibe and sense the subtle shiftings of society.

Followers can tell when a leader is out of touch with the times. Followers can sense when a leader is not trying to immerse himself or herself into the relevant culture. Leaders need to be relevant with what is going on in the world, in society, in the community, and in today’s day.

Relevant leaders are relevant with the times.

Disconnect and Relevancy

What is one of the worst things about leaders and managers? In my experience, one of the worst aspects of leadership is the disconnect that happens between leaders and followers: a disconnect that forges reputations and nullifies successes.

Disconnects have a lot to do with relevancy. Obviously, leaders want to connect with their followers and meet their expectations and goals. They do not purposefully try to distance themselves from their followers or communicate ineffectively with their subordinates. And yet a disconnect still remains. Why? Because leaders are losing touch with what is relevant to their followers.

What is relevant to your followers? Do you even know? There might be several disconnects going on between you and your followers right now – and you don’t even know it. That’s what makes it a disconnect. Leaders have so little relevance with their employees that they do not even know when they are disconnecting with them.

Disconnect and relevance are two of the larger subjects that deal with leadership in progress. We will constantly come back to this because of its importance to followers and subsequent importance to leadership. Start by thinking about this: Are there any disconnects between you and your followers? If there were, would you even know about it?

Just something to think about.

Leadership in Progress

Leadership that is stale will fail. Leadership that does not expand and grow will shrivel and deteriorate. Leadership has to evolve with the times. Leadership has to stay relevant with the generations. Simply put, leadership needs to progress.

And it needs to be happening all of the time. Essentially there should be a sign outside the door of every leader’s office that says, “Leadership in Progress”. Leaders cannot rest on their laurels. Leaders cannot take a few years off. They will be left behind. They will be outdated. They will be passed by people who are working hard to keep their leadership relevant and progressive. Leadership must be constantly in progress. It must constantly in progress.

And that is where this web site comes into play. We want to offer up unique perspectives, relevant examples, and strong encouragements for future and current leaders. In this journey of leadership, it is always good to have a helpful hand from another leader who is plodding along right beside you.

Here’s to progress.

Here’s to progressing.

Here’s to the leadership journey.