Reduce the number of mistakes you make.

If you write out simple procedures and follow them when you do repetitive, boring-but-important tasks then you will make fewer errors. When you make fewer errors you will spend less time fixing errors. When you spend less time fixing errors you will have more time to spend thinking about your difficult challenges, which require judgment. When you spend more time thinking about your difficult challenges, which require judgment, you will make better decisions. 

This process will grow, over time, into the good habit - better judgment.

Does that come across as a rather weak or trite piece of advice...as in, "that goes without saying"?

If so then perhaps a little self-test will convince you of the value in the advice.

For a few days:

1. Track how much time you spend fixing errors, either your own or someone else's, either technical/process or interpersonal/process and
2. Track how much time you spend thinking strategically, weighing various options in your mind, comparing pros and cons then selecting the best course of action

Then you will understand the hidden value in simple technical and interpersonal procedures performed well: judgment is enhanced by procedures.

Footnote

Link to Good Habits, Bad Habits, & New Things

Thought Tweet #489 Physical proximity can spark & ignite inspiration; physical proximity can cause the release of creative excellence.

The Thinking Behind The Tweet

Many most-excellent things have been created when people were inspired by others. Observing how, in reaction to others, some people achieve extremes in creative excellence provides insight into this phenomenon. The story of Beethoven's creation of 'Moonlight Sonata', whether the story is embellished or not, provides an explanation of the thinking behind this tweet. [For the Beethoven story see page 169 of Orison Swett Marden's 1911 classic 'Pushing To The Front'.]

I wrote Process Blankets Provide Comfort.

In that article, I discussed the delicate balance between the need for process-discipline and the need for autonomy.

Recently, I read¹

"The simple truth is this: Structure cannot be avoided. If you don't create your own structure, you will have to deal with someone else's."

I believe Business Only Contains 3 Things: People, Process, & Situations.

When I use the word Process, I mean it in the broadest way...Systems...and Structure.

So, I can reword the quote to read...

The simple truth is: Process cannot be avoided. If you don't create your own process, you will have to deal with someone else's.

That fact applies in all Situations. It applies when we consider self-control; if we do not create our own self-controls then others will dictate their's on us. It applies when we consider the performance of work processes; if we provide no input on how to go about things others will tell us what to do. 

It also applies as a double-edged sword. People want to control Situations and outcomes. Bosses do. Employees do. And, bosses structures may not align with employees structures. This happens frequently. And, sometimes people dig in to enforce the structure they desire: My way or the highway!

Key Point: People want Structure. Stated another way, People want Process. Regardless of how we act, all of us want structure/process.

The challenge, of course, is finding ways to have meetings of the minds on the form of the Process.

Footnote

1. Laurence G. Boldt, 'ZEN and the art of making a living', (2009)