Why Managers Struggle At Decision-Making (And How To Get Better At It)
“I don’t get it! We had all the data, we discussed it in three meetings, and still the result was nowhere close to what we expected.”
“Maybe we overthought it?”
“Maybe. Or maybe I just didn’t want to upset anyone by taking a hard call.”
Sounds like a conversation that could happen in your office, right?
Decision-making isn’t easy. It’s one of those things that looks simple from the outside—analyse, decide, act—but when you’re the one making the call, it can feel messy and uncomfortable.
Managers are constantly juggling expectations, people’s opinions, deadlines, and the fear of being wrong. We often see that the problem isn’t that managers don’t know what to do, but that they get stuck while deciding what to do.
So why do managers struggle at decision-making? Let’s look at a few common reasons—and what can actually help.
1. Overthinking everything
We’ve all done this—waiting just a bit longer before making a decision because “maybe something new will come up.”
Sometimes, being thorough is just another way of avoiding the risk of being wrong.
For example, a client shared with us that she kept delaying hiring a team member because they wanted to “be sure” she found the right person. By the time she finally decided, the best candidate had joined somewhere else, and the team was running on fumes.
What helps:
Set a time limit for decisions. Collect enough information, not all information. At some point, you have to trust your preparation and move forward. Waiting too long is also a decision—and often not a good one.
2. Trying to keep everyone happy
This is such a common trap. We think being democratic means involving everyone in every decision.
But when you try to make everyone happy, you usually end up with weak, confusing choices.
It’s good to listen to your team, but decisions made by consensus often water down strong ideas. In fact, some of the most effective managers we’ve seen are those who say, “I’ve heard your views, now here’s the decision we’re going with.”
What helps:
Involve people for inputs, not approval.
You can say: “I’ll take your thoughts into account, but I’ll take the final call.” That sets expectations clearly and keeps the process moving.
3. Forgetting the people part
It’s easy for managers to approach decisions like logical puzzles—if all the pieces fit, it must be the right answer. But the workplace isn’t built on logic alone. It’s built on people—each with their own emotions, motivations, and fears.
I have this happen often enough. A top performer gets promoted because it feels like the obvious next step. On paper, it makes perfect sense. But soon, the cracks begin to show—the person feels overwhelmed, the team senses the tension, and morale starts to dip. What looked like a sound decision starts to unravel because the people side was overlooked.
Every decision has a ripple effect on those around us. Sometimes all it takes is slowing down a little to think about who’s going to be impacted, how they might feel about it, and what kind of support they’ll need to make it work.
What helps:
Good decisions balance logic with empathy. It helps to stay curious about how people might respond rather than assuming they’ll adapt. A quick check-in, a conversation, or even a pause to reflect on the emotional side of things can change how a decision lands. When you think about the people, not just the plan—you make decisions that stick.
4. Solving the wrong problem
Sometimes the issue isn’t the decision—it’s that we’re trying to fix the wrong thing.
Like a sales manager who introduces bigger incentives to improve sales, but the real issue is that the team doesn’t understand the product well. When we rush to act, we often skip understanding why something is happening.
What helps:
Slowing down a little at the start can save you a lot of fixing later.
Pause and ask:
What’s really going on here?
Why is this happening?
Have we tried anything before?
5. Going only by gut (or ignoring it completely)
Both extremes are risky. Some managers rely only on gut feeling—“I just know this is right.” Others ignore their instincts and get lost in data.
For instance, they may struggle with setting a good rotation with in-office days and from home days for their team.
What helps:
Use both your head and gut. If your instinct says something feels off, dig into why. If your gut says yes, look for supporting evidence though be wary of confirmation bias. Over time, you’ll learn to trust that inner compass.
6. Fear of being wrong
This one’s big. Many managers hesitate because they don’t want to be blamed later. So they make the “safe” choice, or delay deciding altogether.
But here’s the truth—no one always gets it right. Teams don’t expect perfection, they expect honesty. What matters is that you take responsibility and learn from it. An HR team introduced flexible Fridays to boost morale, but productivity dipped. After feedback and review, they rolled back the initiative temporarily.
What helps:
Normalise learning from mistakes. When something doesn’t go well, ask, “What can we do differently next time?” rather than “Who messed up?”
A little psychological safety goes a long way in building confident decision-makers.
7. Letting emotions take over
Pressure, frustration, anxiety—these emotions can easily push us into making hasty calls.
One leader told us he approved a vendor contract just to get it out of the way. Later he realised the vendor was a poor fit and had to start over. The real issue wasn’t the decision—it was the hurry.
What helps:
If you’re emotional, delay the decision briefly. Take a walk, sleep on it, or run it by someone you trust. You’ll often see things more clearly once you’ve cooled off.
8. No clear process
We’ve all been in that meeting where a decision hangs in the air—numbers say one thing, instincts say another, and the loudest voice often wins. It’s not that managers aren’t capable; it’s just that most haven’t been taught how to make strategic decisions. They’re promoted for being great at execution, not necessarily for having a framework to decide. So they end up relying on a mix of intuition, experience, and guesswork.
Without a clear process, decisions start to feel inconsistent. Some work beautifully, others backfire, and soon the team starts to lose confidence—not just in the decision, but in the person making it.
What helps:
A simple structure can bring calm to the chaos. Begin with clarity on what you want to achieve, look at the facts, weigh your options, and then make the call. It’s not about rigid steps, but about having a rhythm you can trust. When your process is consistent, your decisions—and your team—grow stronger.
9. Not explaining the ‘why’
Even good decisions can fail if people don’t understand why they were made. When managers announce changes without context, teams feel left out or confused.
For instance, changing priorities or reassigning roles without explanation can create resistance even if the change is for the better.
What helps:
Communicate the ‘why’ clearly.
Say, “We’re doing this because…”
People may not agree immediately, but they’ll appreciate the transparency. And they’ll adjust faster.
10. Not learning from past decisions
Once the decision is made, most managers move on to the next task. But not reviewing decisions means missing out on valuable lessons. A manager approved remote work for all, but after team feedback on coordination issues, she revisited the decision and added structured office days.
What helps:
After every big decision—like a hire, a process change, or a new policy—take 15 minutes to reflect.
Ask questions like:
What worked well?
What didn’t?
What did we learn?
It sounds simple, but this habit can transform how you decide over time.
No manager sets out to make bad decisions. Most of the time, they’re just trying to do their best with the information they have. But decision-making isn’t about always being right—it’s about being thoughtful, learning, and staying open to feedback.
When we work with managers at YellowSpark, we remind them that inaction is also a decision.
Waiting too long, overthinking, or trying to please everyone are all choices that have consequences.
Strong decision-making doesn’t come from a perfect formula. It comes from awareness—of your biases, your fears, and your team’s needs.
And with a little practice, anyone can get better at it.
Because at the end of the day, better decisions start with better conversations.
At YellowSpark, through our workshops, coaching, and HR interventions, we create space for reflection, clarity, and practical action. Does this topic resonate? Write to us.
Author Profile Deepam Yogi is an adventurer at heart, socially conscious in her gut and professionally a strategic consultant. She co-founded Yellow Spark to support organisations to build workplaces that people love being a part of. Deepam describes herself as a shy yet opinionated writer and firmly believes that most answers to complex issues lie in simple communication.