Managers Can Make Better Decisions: The Research How

Managers Can Make Better Decisions
One of the most critical — and challenging — skills for new managers is the ability to make effective decisions. Data from people manager assessment centers consistently shows that new managers often struggle because their decisions have changed in three key ways:

• They affect other people.
• They are more visible to stakeholders.
• They are more complex and interconnected.

The encouraging news is that managers can improve. By applying structured decision-making steps, seeking input wisely, and balancing speed with judgment, new leaders can make better, more confident decisions that drive results and build trust.

Which Is the Right Way?  Traps to Avoid So Managers Can Make Better Decisions

New managers often struggle with decision-making because the “right way” is rarely obvious. The process can be filled with hidden obstacles and biases that derail even well-intentioned leaders. The good news: managers can improve their judgment by learning to recognize and avoid five common decision-making traps, drawn from best practices in leadership and decision-making training.

1. The New Leader  Short-Term Thinking Trap
   New managers often feel pressure to appear decisive, which can lead them to act without fully considering long-term consequences. A quick decision may provide immediate satisfaction, but it can create unforeseen problems down the line.

   Effective decision making leaders balance urgency with foresight, carefully weighing both present needs and future implications before selecting the best path forward.

2. The New Leader Predisposition Trap
   Unacknowledged preferences and confirmation bias can easily steer new leaders off course. Many managers unconsciously interpret information in ways that reinforce their existing beliefs rather than analyzing it objectively. Research by Zenger and Folkman shows 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 intentionally foster constructive debate, creating safe team environments where disagreement is viewed as healthy, not threatening. McKinsey research demonstrates that diverse, cognitively varied leadership teams outperform homogeneous teams by up to 35% in problem-solving effectiveness. To make better decisions, new managers should remain open to alternative perspectives and consider multiple dimensions before committing to a course of action.

3. The New Leader Arrogance Trap
   Stepping into a management role for the first time is both exciting and daunting. After excelling as an individual contributor, new managers often feel intense pressure to prove themselves. That pressure, however, can easily tip into arrogance.

   Harvard Business Review research shows that employees are three times more likely to disengage when their manager is perceived as arrogant or dismissive. It’s no surprise — arrogance erodes trust, stifles collaboration, and limits a leader’s capacity to learn. The good news: arrogance is not a fixed trait. It is a behavior that can be replaced with authentic confidence.

4. The New Leader Over Reliance on a Single Factor Trap
   When new leaders focus too narrowly on a single factor — whether expertise, authority, or personal charm — they risk overlooking key perspectives, alienating their team, and undermining their own effectiveness. Effective leadership requires balance, adaptability, and a broad view of the situation. Project postmortem data consistently shows that overemphasizing one piece of information can lead teams in the wrong direction.

   For example, a new manager once assigned a team member to lead a major project solely because they had led the previous project successfully. Other critical factors — project type, required leadership competencies, impacts on other workstreams — were initially ignored. Upon review, a different team member proved to be the stronger fit.

   The lesson is clear: slow down, consider all relevant factors, and evaluate the full picture before making a decision.

5. The New Leader Following the “Tried and True” Path Trap
   Transitioning into leadership requires more than relying on what has always worked. It demands stepping beyond your comfort zone, listening deeply, and leading with agility. Effective problem-solving at the management level often depends on seeing the bigger picture and considering multiple perspectives.

   Doing something simply because “that’s how it’s always been done” rarely drives lasting results. Established team norms should be questioned when circumstances change. Encourage your team to actively contribute in brainstorming sessions, explore new approaches, and uncover innovative pathways to success.

The Bottom Line
Great managers balance decisiveness with thoughtfulness. They slow down, question assumptions, and expand their perspective. By minimizing bias and avoiding short-term thinking, decisions become clearer, smarter, and more effective — laying the foundation for strategic choices that earn the full support of the team.

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

by Tristam Brown: CEO

Tristam Brown is an executive business consultant and organizational development expert with more than three decades of experience helping organizations accelerate performance, build high-impact teams, and turn strategy into execution. As CEO of LSA Global, he works with leaders to get and stay aligned™ through research-backed strategy, culture, and talent solutions that produce measurable, business-critical results. See full bio.