The Balance Between ‘Doing Things Right’ and ‘Doing the Right Thing’

Peter Drucker, the father of modern management, famously distinguished between efficiency  —“doing things right” and effectiveness  —“doing the right thing.” While both are essential for success, they represent fundamentally different priorities, and good leadership lies in knowing how to balance them. 

 Doing Things Right: The Efficiency Mindset    

“Doing things right” is about precision, consistency, and optimising processes. It’s ensuring that tasks are completed with the least waste of time or resources, often leaning on clear systems, tools, and routines. This is essential for operational success—think of it as building a smooth-running machine where each part functions flawlessly. 

However, efficiency without direction can be counterproductive. You can be excellent at climbing a ladder, but if it’s leaning against the wrong wall, all that effort is misplaced. 

Doing the Right Thing: The Leadership Perspective     

“Doing the right thing” focuses on effectiveness  —ensuring that your actions align with larger goals, values, and long-term vision. It’s about setting the right priorities and choosing actions that lead to meaningful outcomes. For leaders, this might mean stepping back from the day-to-day grind to question: Are we addressing the most important issues? Are we pursuing the right objectives? 

This concept goes beyond management and into the realm of leadership. It’s the difference between being a competent executor and a strategic visionary. 

Striking the Balance     

The real challenge lies in integrating these ideas. Leaders must first identify the “right thing”—a goal or purpose that resonates with their organisation’s mission. Then, they must implement strategies to achieve it appropriately  —with discipline, efficiency, and precision. 

For example, a team might focus on delivering a product to market faster (“doing things right”), but if the product doesn’t solve a real customer problem, the effort misses the mark. Conversely, chasing an ambitious goal without a well-thought-out process can lead to wasted resources and frustration. 

Drucker’s Lesson for Leaders Today    

Drucker’s insight is as relevant now as it was decades ago. In today’s fast-paced world, it’s tempting to equate productivity with progress, but leaders must resist the urge to mistake motion for momentum. Taking the time to reflect on what you’re doing and how  you’re doing it ensures that your team’s energy is channelled into efforts that truly matter. 

As Drucker might put it, effectiveness without efficiency risks chaos, and efficiency without effectiveness risks irrelevance. The key is to embrace both with equal care.