by Mark Sanborn
You and your business are more likely to become irrelevant before you ever become obsolete. Blackberry is a great example. Its market share for smartphones was 40 percent in 2010. It is less than 2 percent today despite an 85 percent growth in the number of annual smartphone sales. Blackberry didn’t lose market share because it stopped working. It lost because it became irrelevant.
The battle for relevancy comes up in every conversation we have about our own careers and businesses. We are, as a group, obsessed with it. In this blog, we share how it affects what we do and how we do it. We hope you enjoy our most personal post to date.
From Scott McKain:
Death concerns me; irrelevance terrifies me to the core.
On my 14th birthday, I started a daily job at a small radio station. At 18, elected as president of a student organization, I took to the road full-time to travel and speak on its behalf. I’ve never left the platform since.
In other words, from the day I turned 14 — to this one — there has been an audience for what I have to say, and how I have to say it. I’ve been fortunate beyond description.
However, if I become irrelevant – taking the audience for granted — those wonderful readers and listeners would evaporate, instantly terminating the career I love so much.
That’s why relevance is critical – and scary.
I discipline myself to read constantly, watch shows and sites targeted to other demographics, see avant-garde movies, and stay active on social media. I listen each week to Billboard’s top songs via Spotify. I engage with what’s impacting Millennials — not just Baby Boomers.
You can’t pull the covers over your head and stay relevant by accident. You must actively participate in the current culture to ensure you’re prepared for, and perhaps able to influence, whatever comes next.
Scott McKain teaches how organizations and individual professionals can create distinction in their marketplace, and deliver the “Ultimate Customer Experience ®.” For more information: www.ScottMcKain.com
From Mark Sanborn:
There are three great fears most leaders posses: Staying relevant is at the top of the list.
It makes sense — the ability to create results is dependent on relevance to customers, employees and shareholders. You never hear about successful products or leaders that are irrelevant.
Staying relevant means not resting on past success. I consider success as an early warning indicator for failure. As my pal Joe says, success means only that you know what worked yesterday.
The danger is that our thinking becomes frozen in time. Staying relevant requires “unfreezing” yourself. That means being immersed enough in the present to be able to understand it and speak to it.
- Find a millennial to reverse mentor you,
- Pay close attention to current culture even if you don’t agree with it.
- Run you ideas by your kids for feedback. They’ll help keep you relevant.
*Read more at MarkSanborn.com
Mark Sanborn, CSP, CPAE, is president of Sanborn & Associates, Inc., an idea studio dedicated to developing leaders in business and in life. Sanborn is an international bestselling author and noted authority on leadership, team building, customer service and change. Follow Mark on Twitter @Mark_Sanborn.