Episode Overview

Podcast: Impact with Eddie Wilson
Host: Eddie Wilson
Episode: 43 – “Give Violence a Chance | The Ruthless Decisions Your Business Is Avoiding”
Date: November 25, 2025

In this compelling and thought-provoking episode, Eddie Wilson challenges entrepreneurs and leaders to confront the tough, decisive actions necessary for organizational and personal growth. Centering around the provocative phrase “Give Violence a Chance,” Eddie explores the importance of clear, courageous, and sometimes ruthless decisions that uphold and protect the mission, vision, and future of any "empire"—whether in business, relationships, or personal life. He distinguishes between destructive violence and purposeful, focused intensity—urging listeners to cut hesitation, end comfort-driven stagnation, and align with uncompromising intent.

Key Discussion Points & Insights

1. Setting the Stage: The Paradox of Peace vs. Decisive Action

• Historical Analogy (00:48):
  Eddie kicks off with a story from the Continental Congress: Ben Franklin as the ultimate advocate for peace, versus John Adams advocating for forceful, decisive action.

  “Mr. Franklin, sir, is it now time that we give violence a chance?”
  Eddie uses this as a metaphor for business and life: ongoing diplomacy and hesitation can spell the end for your “empire.”

• Main Theme:
  While many strive for diplomacy and harmony, true progress often demands firmness—even ruthlessness—especially when indecision threatens to erode growth or integrity.

2. Redefining "Violence" in Business (08:15)

• Violence ≠ Physical Aggression:
  Eddie clarifies he is not advocating for chaos, rage, or physical harm; instead, he means "surgical intensity," unblinking focus, and bold, timely decisions.

  “I'm not talking about violence in the context of hurting someone physically… It’s about surgical intensity. It’s about the willingness to cut clean when hesitation is starting to kill your momentum.” (10:34)

• The Inner Strength Analogy:
  Drawing on Jordan Peterson’s views, Eddie asserts that a leader must have the capability for “danger”—not to use, but so others recognize strength and boundaries.
  His own upbringing, with a stoic but strong-willed father, is an example of the necessary but controlled power that commands respect (04:25–07:10).

3. Why Most Founders Avoid Decisive (“Violent”) Actions (18:00)

• Common Rationalizations:
  • Hesitation: “Let’s give it just a little more time.”
  • Loyalty: “They may be destructive today, but they’ve been loyal.”
  • Convenience: “I don’t want to burn a bridge.”
• Gut Feeling vs. Data (20:15):

  “Every time you delay a decision you’ve already made in your gut… your gut is going to be right a majority of the time.”
  Trusting your instincts is as important as analyzing the information.

4. The Three Violent (Decisive) Decisions Every Leader Must Make

1. The Courage to Cut (22:30)

• A/B/C Employees Framework:
  • A’s: Rockstars. Let them run.
  • B’s: Potential to become A’s with the right investment.
  • C’s: Will not change, hold back the organization, damage culture.
• Case Study:
  Eddie shares the story of a promising hire who sabotaged her own success (24:12).

  “Within weeks of removing her from the business and getting my hands around it, the business began to flourish.” (25:44)
  Too often, leaders hang on too long out of kindness or hope for improvement, but decisive action is about protecting the future, not punishing the past.
  “You are not punishing the past by making this cut, you’re protecting your future.” (28:19)

2. Burn What’s Comfortable, but Also Broken (32:12)

• Complacency is Dangerous:
  Comfort with outdated processes, tools, or operations can undermine the drive for progress.

  “When you are comfortable, you need to start to move and to change.”

• Elegance in Simplicity:
  Eddie emphasizes simple, repeatable systems, focusing on "one KPI, one key performance indicator" (35:06).

3. Kill the Wrong Revenue (36:40)

• Not All Revenue Is Good Revenue:
  Taking on the wrong kinds of clients or products can drain resources and muddy the brand.

  “A good customer is one that fits inside of your brand, not one that defines your brand.” (39:00)
  Relates this to his experience leading an ad agency: success came from focus and refusing to be a “Swiss Army knife” business.

5. What Real “Violence” Looks Like in an Organization (40:48)

• Not Rage, but Focused Intensity:

  “Violence is not rage. It’s not anger… It’s focused, it’s clean, it’s fast.”

• F1 Driver Analogy:
  Watching a race car driver with “an unblinking stare” on the mission, ignoring distractions, symbolizes the type of intensity Eddie argues for (41:23).

6. Examples of Decisive Actions (42:45)

• Real-Life Violent (Decisive) Moves:
  • Canceling a launch, even after investment, when it no longer fits the future.
  • Ending partnerships quickly when misaligned.
  • Publicly restructuring organization charts to reflect new priorities.
  • Regularly cutting 30% of tasks that don’t move the needle.
• Strategic, Not Wild:

  “Empire builders don’t swing wildly… We strike strategically.” (45:32)

7. Reflection Questions for Listeners (47:10)

• Self-Assessment:
  1. “What are we tolerating in our life or business out of fear?”
  2. “What are you delaying that you know has to be done?”
  3. “What ‘violence’ does your empire need today?”
• Call to Action:

  “Pick one today and cut it. Make the change and feel all the clarity that floods in once you get on the backside of that decision.” (49:05)

Notable Quotes & Memorable Moments

• On Stakes in Leadership:

  “If you allow your vision to just erode, to just allow anyone to sabotage it, to come in and impose their will, you’ll never build something of substance and size.” (11:09)

• On Firing Decisively:

  “The CEO has to shoulder the weight… If that person is preventing you from success, then get rid of that person.” (26:44)

• The Cost of Misdirected Growth:

  “Profit that costs purpose is way too expensive.” (39:48)

• Call to Ruthless Action:

  “When the moment comes to act, we do it without hesitation. You know when it’s time to act. Oftentimes your gut tells you, data reinforces it. But we have to act when we know it’s time to act.” (46:19)

Important Timestamps

| Timestamp | Segment | |:-------------:|:--------------------------------------------------------| | 00:48 | Continental Congress analogy; Ben Franklin vs. John Adams | | 04:25–07:10 | Personal story: Eddie’s father and the lesson of inner strength | | 08:15 | Redefining “violence” in business | | 18:00 | Reasons founders delay decisive action | | 22:30–32:12 | 1st Decision: The Courage to Cut | | 32:12–36:40 | 2nd Decision: Burn What’s Comfortable, but Also Broken | | 36:40–40:48 | 3rd Decision: Kill the Wrong Revenue | | 41:23 | F1 driver analogy—intense, strategic focus | | 42:45 | Examples of “violent” business decisions Eddie has made | | 47:10 | Reflection questions for listeners | | 49:05 | Final call to action: make one clear, ruthless decision |

Conclusion and Takeaways

This episode pushes listeners to reconsider what it takes to truly protect and grow their "empire." Eddie Wilson reframes the idea of “violence” as not physical aggression, but the imperative, focused willingness to cut away what holds you back—whether people, processes, or profits that compromise purpose. Through historical references, personal stories, and business case studies, Eddie arms leaders with the rationale, framework, and motivation to act courageously, strategically, and decisively.

Final words:

“Give violence a chance.” (49:34)
Make the unhesitating, necessary move today—and watch clarity, momentum, and growth rush in.

[Skip to 22:30, 32:12, and 36:40 for the “three violent decisions,” and to 47:10 for actionable reflection questions.]