A characteristic of a great leader, in my view, is one who is relevant. Relevance. What is it to be relevant? Moreover, how do I determine my relevance as a leader? As a matter of fact, how do I measure that?
Yesterday I sat in a meeting with a highly educated peer who asked me what I do. When I mentioned that I inter alia equip and develop leadership and ethics potential, he said he found those subjects esoteric, and how do I do that?
Firstly I was intrigued by his use of the term “esoteric”. According to definition it means
“intended for or likely to be understood by only a small number of people with a specialized knowledge or interest.”, or
“understood by or meant for only the select few who have special knowledge”.
Well, in that case thank you Sam for including me with such an elite grouping. I take it as a compliment. However, I am wondering whether we don’t lump ‘relevance’ – and especially as a leader – into the same stormy esoteric teacup.
Because I like to keep things simple, lets break it down. “Relevance” seems to be mostly defined as
“important to the matter at hand”, or
“Something is relevant to a task if it increases the likelihood of accomplishing the goal”.
So restating the question: Am I as leader important to, and increasing the likelihood of those following me, in reaching their goals? Perhaps I should first spend a little time to determine what the “matter at hand” really amounts to, and how the goal should be defined. Too often we, and those in our offices, live from month-end to month-end and the little EFT at that month-end. And then we start all over again.
So am I relevant to those in my office – in setting goals, in helping them to achieve even personal goals in their careers, jobs, lives? To be a great leader and even a great boss? Or should I ask myself – what is it that I need to do to become relevant in the lives of my personnel and the peers around me even? I may be surprised at the answers I receive.
A second question to ask is whether, and how, I am relevant in the lives of my clients and customers. Sure, I may be a financial intermediary to them but that does not imply relevance per se. Or I may be a tradesman or some other occupation society may want to deem a minor nuisance. Face it – I don’t see a plumber unless I have (usually an expensive) problem.
The fact is, we all are capable of relevance. Regardless. And a plumber with an understanding of his relevance will make a difference – like the US taxi driver who sends his client base Christmas cards every year. Yes, a taxi driver with a client base! Relevant.
So where do I begin? First sit down and make a cup of coffee. Then to think of those around me – staff, family, then clients – and think on what level and to what degree I am relevant in their lives. Do I add to the likelihood of them achieving their goals? These should primarily be business goals as we are on business time. But it may (even should) include some personal goals. If so, how? And whether I am important to the matter that is important to them.
It may take several cups of coffee.
Ethics & Leader- ship 