The death trap for any company is when employees don't believe in their own endeavors and sabotage their own success--not deliberately, but passive aggressively. There's a two-step process to ensure this doesn't happen. First, we have to commit to giving all stakeholders a place at the table, and to the discussion being open, frank, and engaging (loud). Second, once a decision has been made, we have to commit to it whole-heartedly and do everything in our power to make its execution a success (violent). Below is a video of my full thoughts on the topic, as well as some tweetable key points.

Companies don't devote enough time and freedom to making strategic decisions. They're made too quickly with too few voices at the table.

People have to fight from the beginning over what should or shouldn't be worked on. It's the battle of ideas that wins the war.

Many times, we rush into decisions, only to execute passive aggressively. There's little debate, and we end up sabotaging our own efforts.

Companies should aggressively and loudly arrive at the best ideas. Yell, scream, or shout. Do whatever it takes to come to the best answer.

Don't rush into strategic decisions. Get everyone involved. Hash everything out. Instead of meeting for an hour, take four or five days.

The unhappiest workers are usually the ones who have no say in the company's strategy or direction. Demand to be a part of the process.

Once the decision is made, execute violently. Don't look back. Focus just on achieving the results you've committed to achieving.

If you execute violently rather than dealing with passive-aggressiveness, you're going to get better results every time.

As a leader, you have to tell your team: I want you to challenge me, I want you to question me, I want you to push back on everything.

You have to create a real environment for the best ideas to surface. Ideation thrives only in a true meritocracy.

The senior leaders can't be the only ones with "good ideas." You're either not hearing everyone out or you've hired the wrong people.

Empower employees to participate and get them excited about the process. They'll work harder to achieve the outcomes they help decide.

Recruit people who are comfortable with disagreement and discussion, but can deliver results after the decisions have been made.