Managers Can Make Better Decisions: The Research How

Managers Can Make Better Decisions
One of the most important, and yet one of the most challenging skills for new managers, is the ability to make effective decisions.  We know from people manager assessment center data that new managers often struggle with making decisions because their decisions now:

• Affect other people.
• Are more visible.
• Are more complex.

The good news is that managers can make better decisions.

Which Is the Right Way?
New and inexperienced managers tell us that decision making is difficult because the “right way” is not always apparent.  And, decision making can be fraught with obstacles.  Managers can make better decisions if they learn to avoid the following five decision-making traps from decision making training best practices:

1. The New Leader  Short-Term Thinking Trap
   New managers report being so anxious to appear decisive that they often chose a course of action without properly weighing the potential long-term consequences. While a quick decision may feel good initially, it can have negative ramifications the down the road.

   Good decision makers carefully consider both the present and the future before determining the best path forward.

2. The New Leader Predisposition Trap
   Having an unacknowledged preference, or confirmation bias, can lead leaders astray. Many new managers are apt to interpret information in a way that supports their current beliefs rather than analyzing things objectively.  Research by Zenger and Folkman found that leaders who actively seek feedback are rated as significantly more effective than those who do not, regardless of tenure or technical skill.

   High performing teams are intentional about encouraging constructive debate by creating environments where disagreement is seen as healthy, not threatening. Research by McKinsey found that diverse and cognitively varied leadership teams outperform homogeneous teams by up to 35% in problem-solving effectiveness.  To make better decisions as a new manager, be open to different options and consider multiple aspects whenever possible.

3. The New Leader Arrogance Trap
   Stepping into a management role for the first time can be both exhilarating and intimidating. After years of excelling as an individual contributor, new managers often feel pressure to prove themselves worthy of their new title. But that very pressure can easily morph into something counterproductive: arrogance.

   According to research from Harvard Business Review, employees are three times more likely to disengage when their manager is perceived as arrogant or dismissive. That makes sense to us.  Arrogance erodes trust, stifles collaboration, and limits a leader’s ability to learn. The good news? Arrogance is not a fixed trait; it’s a leadership behavior that can replaced with authentic confidence.

   To make better decisions, new managers need to check their egos at the door.

4. The New Leader Over Reliance on a Single Factor Trap
   When new leaders rely too narrowly on one factor — whether it’s expertise, authority, or charm — they risk alienating their teams, missing key perspectives, and undermining their effectiveness. True leadership requires range, balance, and adaptability.  We know from project postmortem data that placing too much importance on a single piece of information can send teams off in the wrong direction.

   For example, a recent new manager selected a team member to lead a major project because they had led the last project successfully.  But there should be many other factors considered (e.g., type of the project, competencies required, implications to other work streams, etc.) before the decision was finalized.  After review, it became apparent that a different team member was a better fit.

   The key is slow down and look at the whole picture before deciding.

5. The New Leader Following the “Tried and True” Path Trap
   The transition to leadership demands more than doubling down on what’s always worked.  It requires expanding beyond your comfort zone, listening deeply, and leading with agility.  Why? Because effective problem solving at the management level often requires a broad viewpoint.

   Doing something just because that’s the way it’s always been done does not always pay dividends.  Norms should be challenged when circumstances shift.  Don’t be afraid of actively including your team in brainstorming sessions to find new pathways to success.

The Bottom Line
Great managers aren’t just decisive — they’re thoughtful. Slow down, challenge your assumptions, and broaden your lens. When you eliminate bias and short-term thinking, your decisions become clearer, smarter, and far more effective.  This opens the door to wiser, more strategic choices that are supported by your team.

To learn more about how managers can make better decisions, download 3 Proven Steps to Set Your Team Up to Make Better Decisions