Relevance, as defined by Wikipedia is a term used to describe how pertinent, connected, or applicable something or someone is to a given matter. It may be the most important word on your path to leadership. Think of the people whom you follow. Are they relevant? Is she or he someone who is pertinent and connected to what you consider important (your goals)? Would you at least hit a speed bump if their relevancy shifted? The stronger their relevance the bigger the speed bump, which could be a brick wall. Relevance is a tool or state you must cultivate to further develop your leadership skills.

When in a difficult, polarizing, or escalating situation do your employees or followers ask WW_D (fill in the blank with your initial)? If they don’t or if they ask as an afterthought to an action that was already taken, then your relevance is low or non-existent. As a leader, relevance keeps those who follow on the course you’ve set. You can’t simply snap your fingers or demand relevance. Relevance must be earned.

Positive Relevance is the tool we are focusing on in this article. This is to say you (as the relevant leader) matter. Your employees, clients, friends, coworkers, peers, etc., all feel your presence and act in accordance with your relevance. Relevance must be defined in terms of expectations, standards, or rules that govern action. In any given situation: What Would You Do? If those following you don’t know the answer to this, then they are acting on assumptions and indicating a low level of relevance.

Let’s use parenting as an example. As a great mother or father, you are likely relevant to your child. You’ve raised her with morals and direction. When she leaves home, she is the master of her actions. However, if the parent is relevant, the child will typically take pause and often redirect an action that is contrary to how she was raised.

If we substitute the players with Manager and employee, the same applies. As the employee is empowered to make decisions, if those decisions are in sync with managerial expectations, then relevance is strong.

Perhaps a more demanding question is how do you build relevance? Clearly it’s not easy, but is a process of endurance. Following is a list of tactics you can use to build your relevance with your employees.

• Collaborate on standards so all stakeholders can buy into the vision. Standards also include the reward and discipline systems. There must be a positive or negative consequence to enforcing a standard.
• Constantly communicate standards and feedback to your employees. Remember, feedback is reinforcing and developmental. Don’t forget to let them know when they did something right. Feedback is a fuel or relevance.
• Step down from omnipotence and accept your human tendency to err. If you believe you are perfect, the only one being fooled is you. Your employees already know you’re not perfect and there is nothing you can do to convince them otherwise.
• Be a part of the success and the failure. Don’t take the credit when goals are met and point the finger when an obstacle is present. Protection is another catalyst of relevance. When an employee is allowed to fail without dire consequences, you as the leader become very relevant.
• Solicit feedback on your performance.
• Be accessible to questions, concerns, and even social chatter.
• Spend affordable time with everyone you lead. If your schedule is busy, find the time.
• Drop your agenda during moments when their agenda is more urgent.
• Listen. It is the only way to understand, empathize, and take appropriate action.
• Ask questions instead of just providing answers. This form of communication is an empowering path to self discovery for your employees.

The list is extensive. Being relevant to your employee is not a simple task. Relevance is built through contribution, acceptance, and delivery. You can’t sit on the sidelines and wait for relevance to fill your office. You must engage. You must recognize that you are a component of a machine and not the machine itself. Every action you take that helps define an expectation, inspire action, and repeat the discipline to get the results of success, will lead you to a position of Relevance.