Being a leader often means deciding between getting it done fast or getting it done right. In most organizations, operating efficiently is extremely valuable. That said, it makes little difference if those efficient operations are not leading to effective outcomes or laddering up to the organization’s long-term goals or vision. Leadership is all about understanding the nuances of effectiveness and efficiency, when and where it’s important to prioritize each one, and how both concepts can support agreements in a high-trust organization.
After all, getting there in record time (to borrow a phrase) means nothing if you don’t arrive at the right place.
“There is nothing so useless as doing efficiently that which should not be done at all.” — Peter Drucker
“The key is not to prioritize what’s on your schedule, but to schedule your priorities.” ― Stephen Covey
MARK MY WORDS
Great leadership requires an acute understanding of when to lean into efficiencies and when to focus on what’s most effective. The latter could mean playing more of a long game (maybe even an infinite game), and that’s okay. In the end, perhaps the most important thing an ambitious founder can achieve is creating a company that is so much more than the product and/or service it provides. If your Ideal Customer truly values what your company offers, you have a customer for life. And if you have so many of them that you could confidently hand the daily work over to someone else, well, that’s when you know you’ve done an effective job of building a great company.
GOT A MINUTE?
Play the Long Game Over the years, I've learned that sustainable growth isn't about pushing for extremes. In this one-minute video on LinkedIn, I share why I believe maintaining growth between 80% and 100% annually can lead to long-term success. It's a pace that avoids unnecessary stress and allows for extraordinary results over time.
Would love to hear your thoughts on this — leave a comment on LinkedIn and let’s keep the conversation going.
