" There were plenty of signs that my view was distorted—had I been willing to see them. People would hesitantly offer a good idea every now and then. Occasionally, they would take smart, decisive action without my direction. Once in a while, I would make a mistake, directing my team in a way that wasn’t optimal or was just plain wrong. In these scenarios, my subordinates would comply with bad orders, despite all my lectures to speak up if they ever saw a problem. Afterward, when things went off the rails, they would shrug and say they were just doing what they’d been told. In response, I would double down on giving clear, concise, and correct orders. "

― L. David Marquet , Leadership is Language: The Hidden Power of What You Say -- and What You Don't