Why new managers should avoid big changes

When stepping into a new management role, the impulse to make early, significant changes is natural. The idea of making a big improvement to the team or the business feels energising. For most managers, this comes from wanting to have a positive impact. The desire to leave your mark is natural.

But this instinct is risky.

Teams and organisations are complex systems, where changes can have unintended consequences. Patience, learning, and a thoughtful decision-making process are the best paths forward when it comes to the early period of a new management role.

Complex systems: why big changes often lead to big problems

Teams and organisations are prime examples of complex systems. They don’t behave like machines where each action results in a predictable reaction. Instead, they are more like ecosystems—interconnected, unpredictable, and full of feedback loops. In a complex system, even a small change can ripple out in unexpected ways. In some cases, attempting to fix one part of the system can make things worse.

In our article on complex systems we explain how small decisions can have far-reaching and unpredictable effects in organisations. Making a large change, like restructuring your team or radically shifting your business strategy, can have consequences that no one can fully foresee. Managing change in complex systems requires a different approach.

One reason this happens is that individual decision-makers will always struggle to see the entire system. No one person can grasp all the intricate details of how their decisions will affect the whole organisation or team. This is especially true when you’re new to the role and still learning how everything fits together.

Avoiding the ‘new manager’s trap’

Given the complexity of systems, new managers must resist the urge to make sweeping changes right away. It’s easy to fall into the trap of thinking that you need to make big changes to prove your capability in the role.

But this is misguided.

Advice from Michael Watkins’ book, The First 90 Days, comes in handy here. It is a great guide for managers who are making a career transition. I have used the book extensively when changing roles, and highly recommend it to any new managers.

The First 90 Days emphasises the importance of taking time to learn about your new environment before making significant changes. Watkins suggests that new managers spend their first three months in ‘learning mode’—gathering information, understanding team dynamics, and earning trust.

This period of observation allows you to identify which parts of the system are functioning well and which areas might need attention. It also helps you build rapport with your team. Team members are more likely to resist changes if they feel the new manager doesn’t understand their challenges or appreciate their strengths. By focusing on listening and learning in the early days, you can avoid pushing through changes that may cause disruption or frustration.

It’s also important to communicate this intention to your own manager. Make it clear that you plan to spend your first month or more gathering information and building trust. This helps set the expectation that you won’t be rushing into major changes and gives you the space to make more informed decisions later. Instead of making big changes, share what you’re learning with your own manager to demonstrate progress.

Shifting your decision-making approach

The time will come soon enough when a new manager transitions out of ‘learning mode’. With a better understanding of your organisation and its challenges, and the trust and rapport of your team, you should feel more comfortable with making some changes and bigger decisions.

Now, you need to walk the line of making snappy decisions that give your team clarity to move forward with confidence, while avoiding the unintended consequences that can occur in complex systems. So how do we walk this line without falling into decision paralysis?

In our article on The Farnam Street Decision Matrix we outline a simple and practical approach. Simply ask yourself two key questions: Is this decision consequential, and is it reversible?

For inconsequential decisions, don’t overthink it. Make a quick choice and move on. If possible, delegate these decisions to others. For reversible decisions, set a time limit on how long you’ll analyse the situation. Once that time is up, make the call and adjust later if necessary.

But for decisions that are both consequential and irreversible, take the time to consider the possible outcomes. Seek input from others, and don’t rush into action, but also keep in mind that a perfect solution doesn’t exist.

Start small and learn from the past

When the time comes to make bigger changes, try the following, which can help to avoid unintended consequences:

• Try out some smaller, low-risk actions rather than making big predictions. Ask yourself, “What small, reversible experiments can we run to test our ideas without overcommitting?”
• It’s also useful to look at past successes. While history doesn’t guarantee the same result, it can offer valuable insights. So, ask, “What has worked before in a similar situation, and how might that inform our next move?”

Where to go next?

• Check out our article on complex systems, which has more practical advice for making decisions in complex systems.
• Read our article on The Farnam Street Decision Matrix.
• Buy a copy of Michael Watkins’ book, Algorithms to Live By, by Brian Christian and Tom Griffiths : AU • UK • US
• We offer a range of tools and resources that help with decision making and change management, including our free Team Alignment Canvas and Strategic Planning Toolkit.