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

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)

You have intelligence.

You have self-control.

You have 2 of the 3 essential ingredients required to handle even the toughest situations. And, the toughest situations you experience all have one thing in common...People...at least 2 people - you, being one of them.

In addition to intelligence and self-control you need to have the correct mindset.

James Allen captured that correct mindset as follows:

"No situation can be difficult of itself; it is lack of insight into its intricacies and the want of wisdom in dealing with it, which give rise to the difficulty."

James Allen, 'Byways of Blessedness', (1904)

To handle tough situations you must have insight into the intricacies...

As the saying goes, "The devil is in the details". You remove those devils by mastering the details of situations. You excel at this when you excel at understanding people because the toughest challenges are always about people....the differences in people. To gain insight into the intricacies of people you start with yourself - gain self-knowledge. Then you learn about the differences in people. Understanding the differences in people will cause you to want to listen to others. And, the more you listen the more you will understand the differences in people. That's like adding tools to your tool kit. The more tools you have the more intricate work you will be able to perform. And, of key importance, the more confidence you will possess. That confidence will serve you well when difficult situations arise. 

Wisdom: wisdom is gained when trials-and-errors are blended with thought and a desire to do better. Knowledge comes from books and personal observations. Wisdom comes from the addition of personal experiences. To handle tough situations one must first learn by experiencing them, making mistakes, and doing better next time. That's the School of Hard Knocks way. As an alternative to learning everything that way, one can anticipate tough situations. Then one can predetermine the best ways to handle those tough situations. That's what sales people are taught to do when they role play various aspects of the buying-and-selling process. Well-designed mental exercise can be practiced and confidence can be gained. Confidence is key. 

Handling Tough Situations:

• your Intelligence
• your Self-Control
• your knowledge of self and other people
• your wisdom from the School of Hard Knocks
• your ability to anticipate Situations
• your ability to think through best courses of action for those Situations
• your self-Confidence

References:

1. for more thoughts see the Category called Business Contains Only 3 Things: People, Process, & Situations.
2. for more thoughts on Confidence visit this link Confidence