Many companies – especially those that have been near or at the top for a period of time – treat their sales and marketing output like an assembly line from 1955: No matter what happens, keep it moving because that is how to drive efficiency up and costs down. This is part of the “that’s the way we’ve always done it” mentality.
The problem with this way of thinking is that there is little control over the quality of the product. In these types of organizations, only the most senior managers or department heads have the authority to shut production down.
A better solution is assigning the responsibility for finding and fixing problems to every employee, from the most senior executive to the entry level intern. If anyone at any level spots a problem, they should not only be encouraged to stop production, but expected to do so. This approach gives ownership and responsibility directly to the people most involved in the creation of output.
Instead of simply repeating the same action, employees should be encouraged (and expected) to suggest changes, call out problems, and feel the sense pride that comes when they help improve something that moves the company forward. This shows your team that you believe efficiency is a goal, but quality is the goal.
Don't require people to ask permission to take responsibility.