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Silatani</div></div><div>|</div><div>May 22, 2025</div></div></div><div class="margin-top-auto"><div class="blog-tags"><div class="body-s">Tags:</div><div class="w-dyn-list"><div role="list" class="categories-list-2 w-dyn-items"><div role="listitem" class="w-dyn-item"><div data-wf--tag--variant="base" class="tag">Best Practices</div></div><div role="listitem" class="w-dyn-item"><div data-wf--tag--variant="base" class="tag">Incident Management</div></div></div></div></div></div></div><div class="blog-hero-right"><img src="https://cdn.prod.website-files.com/69eb654f1a323d235a57f701/69f0b63d33cd21e90c04cc37_FINAL-Incident-Escalation-Dilemma.avif" loading="lazy" alt="" class="article-cover-image"/></div></div></div></div></section><section class="s-blog-main"><div class="vertical-padding p--80"><div class="w-layout-blockcontainer container w-container"><div class="blog-main-wrap"><div class="blog-main-left"><div class="blog-social-links-wrap"><a fs-socialshare-element="substack" 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href="#" class="toc-link w-inline-block"><div>Incident Timeline</div></a></div></div></div><div class="blog-cta"><div class="mb-24"><div class="center-wrapper"><div class="mb-16"><h3 class="heading-h5">Ready to make incident response your competitive advantage?</h3></div><p class="body-s">See how Uptime Labs builds provable, scalable incident response capability across your organisation.</p></div></div><div class="blog-cta-buttons-wrap"><a data_booking_source="Too Soon or Too Late: The Incident Escalation Dilemma" data-wf--button--variant="base" href="/book-a-demo" class="button w-inline-block"><div>Book a demo</div></a><a data_booking_source="Too Soon or Too Late: The Incident Escalation Dilemma" data-wf--button--variant="secondary" href="/platform-overview" class="button w-variant-c0fe4bb8-36ed-94f2-4885-319839990ed6 w-inline-block"><div>Explore the platform</div></a></div></div></div><div class="blog-main-right"><div class="mb-56"><div fs-toc-offsettop="7.5rem" fs-toc-element="contents" class="blog-rt w-richtext"><p>The short answer? Finding the exact right time to escalate or involve more people is an unsolvable problem. It’s always going to be too late, too early, or deemed completely unnecessary.</p><p>For folks working in offshore teams, escalation (especially out-of-hours) feels like Russian Roulette - you don’t know what kind of reaction you’ll get from a person you’ve never met physically (i.e someone you have a weak relationship with).</p><p>Anyone with operational responsibilities - including leaders - has probably either had a conversation like the ones below or heard something similar:</p><p><strong>A:</strong> “If you’re not sure, just escalate. You can’t sit on a major incident.”<br/><strong>B:</strong> “I didn’t know it was a major incident - no customer issues were reported.”<br/><strong>A:</strong> “Because the markets weren’t open yet!”</p><p>OR</p><p><strong>A:</strong> “Why are there so many people on the call and only a few contributing? We&#x27;re wasting productive time.”<br/><strong>B:</strong> “We thought it was a major incident, so we included everyone who could possibly help.”</p><p>I confess this has been my hardest post so far. To begin with, I couldn’t find many studies on this specific topic, apart from the great work of <a href="https://lup.lub.lu.se/luur/download?func=downloadFile&amp;recordOId=9150096&amp;fileOId=9150099">Michael Wettic</a> (2024), <a href="https://etd.ohiolink.edu/acprod/odb_etd/etd/r/1501/10?clear=10&amp;p10_accession_num=osu1593661547087969">Dr. Laura Maguire</a> (2020), and a handful of blog posts.</p><p>As I dug deeper and asked more questions, I started to see that escalation - and recruiting people to help during an incident - is messy. The terms are overloaded, and there aren’t clear expectations.</p><p>In all the cases I looked into, frustration over escalation was caused by people using the same terms with completely different understandings. Even the same person may interpret the same term differently depending on the situation. A few examples:</p><ul role="list"><li>Does <em>escalation</em> mean the same thing as <em>asking for help</em>?</li><li>“If in doubt, escalate” - but what is <em>doubt</em>? Who can be 100% sure of anything during an incident?</li><li>“Do the basics before escalating/asking for help” - what activities or questions are enough to cover the <em>basics</em>?</li><li>“If it’s serious, call people in” - which people? What defines <em>serious</em>?</li></ul><p> </p><figure class="w-richtext-align-center w-richtext-figure-type-image"><div><img loading="lazy" alt="Table listing the incident challenges, assumptions and impact." src="https://cdn.prod.website-files.com/69eb654f1a323d235a57f701/69f0b63c33cd21e90c04cc2c_Incident-Escalation-Graphic-1.avif"/></div></figure><p>Much is left to the judgment of the incident handler in the early stages of an incident, when the least is understood. I’ve come to the conclusion:</p><p><strong>Whenever someone escalates/asks for help, it made sense to them at that point - so escalation/asking for help always happens at the right time, because it made sense to the incident resolver to escalate/ask for help then.</strong></p><p>This shifts the question from <em>“When is the right time to escalate/ask for help?”</em> to <em>“How does an incident resolver decide to recruit others into the incident?”</em> Once we understand that, the next question becomes: “What can I, as a leader, do to ensure that it makes sense for incident resolvers to enlist help at a point that aligns more closely with the organisation’s interests?”</p><h2>“How does an incident resolver make the decision to recruit others in the incident?”</h2><p>Michael Wettic identifies a number of goals an incident resolver may have when recruiting others into incident response:</p><ul role="list"><li><strong>Understanding what’s going on (Diagnosis)</strong>, e.g. “I’m stuck and can’t make sense of the issue.”</li><li><strong>Repairing the broken parts</strong>, e.g. “We need the DB team to do XYZ.”</li><li><strong>Recruit a second pair of eyes</strong> to reduce the risk of mistakes, cross-check decisions or information.</li><li><strong>Acquiring new information</strong>, e.g. “How does Service A work? What are its dependencies?”</li><li><strong>Seeking approval</strong>, e.g. “Is it okay if I bypass the change protocol?”</li><li><strong>Lack of capacity</strong>, e.g. “I can’t both investigate and keep the business informed,” or “There are 50 instances to check manually - can we divide and conquer?”</li></ul><p>So what triggers someone to call for help? There are various motivators:</p><ul role="list"><li><strong>Perceived impact</strong>, e.g. “This is going to get very ugly, very soon,” or “This is Sev 1” (based on quick judgment or a priority matrix).</li><li><strong>Time-based trigger</strong>, e.g. “If I can’t figure this out in 15 minutes, I escalate.”</li><li><strong>Confidence in ability to diagnose or repair</strong>, e.g. “I have no idea where to start,” or “I don’t have access to the DB.”</li><li><strong>Organisational rules/team norms</strong>, e.g. “If it’s Sev 2 or higher, escalate,” or “If it’s not fixed in 30 mins, escalate.”</li></ul><p>There are also psychological and cultural factors that incident resolvers are likely to consider. Speaking from my own perspective:</p><ul role="list"><li><strong>Senior role impact </strong>- If I escalate to someone more senior, I worry about how they perceive my ability - especially if they have influence over my career.</li><li><strong>Trust</strong> - If I know and trust someone, it’s much easier to call for help.</li><li><strong>Self-confidence</strong> - My self-confidence and sense of security (or insecurity) affect my decision - have I done enough to not look incompetent?</li><li><strong>Cultural background </strong>- If I come from a culture with a strong hierarchy, or where asking for help is seen as a weakness, it’s much harder to escalate. I can recall many examples early in my career where I was nervous to ask for help because I thought I was paid to ‘know my stuff.’</li><li><strong>Organisational culture</strong> - How others are treated (or how I’ve been treated) in the past for calling for help influences whether I do it again.</li></ul><p>There are other important aspects of escalation - like the organisational structure and help-recruitment mechanisms. For the purpose of this blog, I’ve kept them out of scope (these factors become more relevant once the decision to recruit help has already been made).</p><h2>“What can I, as a leader, do to help incident resolvers escalate or ask for help at a time more aligned with organisational interests?”</h2><p>Earlier this month, I asked folks in the <a href="https://resilienceinsoftware.org/"><em>Resilience in Software</em> community</a> which practices they’ve seen work best. At the time, I couldn’t explain <em>why</em> some practices worked — but now, with a better understanding of how incident resolvers decide to escalate or ask for help, I see why these practices are effective:</p><h3>Educate and practice</h3><p>More specifically, there are three strategies for encouraging education and incident practice: creating a shared understanding of key concepts, teaching communication skills and practising escalation.</p><h4><strong>1. Create a shared understanding of key concepts</strong></h4><p>Definitions can be specific to your organisation, but it’s crucial that everyone shares the same understanding. When people understand the goals behind calling for help, it becomes easier to decide <em>when</em> to do it - and to explain <em>why</em>.</p><p>For example:</p><ul role="list"><li><strong>Escalation</strong> is used to raise awareness and generate organisational focus.<br/>→ Business impact is the main criterion</li><li><strong>Asking for help</strong> can be for:<ul role="list"><li>Diagnosis - triggered by time-boxing</li><li>Repair - as soon as you realise you need help</li><li>Second pair of eyes - same</li><li>Acquiring new information - same</li><li>Approval - same</li><li>Lack of capacity - same</li></ul></li></ul><h4><strong>2. Teach communication skills</strong></h4><ul role="list"><li>Helping others help you means:<ul role="list"><li>Sharing rich context</li><li>Asking a well-formed question or problem statement</li><li>Showing what diagnostic steps you’ve already taken</li></ul></li></ul><p>These skills must be taught deliberately. It&#x27;s far easier to recruit help when everyone knows what information is expected.<br/><a href="/good-communication-in-incident-response/">More on communication during incidents →</a></p><h4><strong>3. Practice escalation</strong></h4><ul role="list"><li>Run drills where incident resolvers must make escalation decisions and provide context to onboard someone new.</li></ul><p> </p><h3>Provide simple, clear guidance (<em>before</em> the incident)</h3><p>At 3am, no one is going to read a process document or playbook. But simple rules are easy to remember and follow:</p><ul role="list"><li>“If within 20 minutes you don’t know how to fix the issue, get help.”</li><li>“As soon as you suspect multiple users are (will be) affected — escalate.”</li></ul><p> </p><h3>Foster a generative culture</h3><p>This is <em>the most important</em> step. A psychologically safe culture - where people share fears, admit mistakes, and continuously improve - starts with leadership.<br/><a href="/turning-non-prod-incidents-into-resilience-building-opportunities/">More on building a resilient culture →</a></p><h4><strong>1. Invest in relationships</strong></h4><p>Give people (including senior staff) opportunities to meet in person and build trust. It’s not always possible, but even one personal interaction can lower the barrier to asking for help.</p><h4><strong>2. Make it safe to ask</strong></h4><p>Leaders must actively communicate that asking for help is a strength, not a weakness. They can back it up by:</p><ul role="list"><li>Modelling the behaviour themselves</li><li>Calling out when it’s missing</li><li>Celebrating help-seeking as a core value</li></ul><h4><strong>3. Create a learning environment</strong></h4><p>Stop asking: “Why did you escalate too early or too late?”<br/>Start asking: “Why did escalation (or lack of it) make sense at the time?”</p><p><em>That</em> is the question that will generate insight and lead to better escalation practices.</p></div></div><div class="mb-56"><div class="author-block"><div><div class="author-top"><div class="author-info"><img src="https://cdn.prod.website-files.com/69eb654f1a323d235a57f701/69f0aad79392793cd3b8bf0b_Hamed-3.jpeg" loading="lazy" alt="" class="author-image-2"/><div><h5 class="heading-h5 text-color-gray-900">Hamed Silatani</h5></div></div><div class="author-links"><a href="https://www.linkedin.com/in/hamed-silatani-a426538/" class="auhor-link w-inline-block"><svg xmlns="http://www.w3.org/2000/svg" width="100%" viewBox="0 0 21 20" fill="none" class="author-link-icon"><path d="M0.265342 6.50512H4.7497V20H0.265342V6.50512ZM2.53754 0C1.00273 0 0 1.00761 0 2.33014C0 3.62546 0.973386 4.66237 2.47885 4.66237H2.50745C4.0716 4.66237 5.04569 3.62541 5.04569 2.33014C5.01634 1.00761 4.07165 0 2.53754 0ZM15.7601 6.18811C13.3797 6.18811 12.3133 7.49739 11.7184 8.41557V6.50512H7.23269C7.29208 7.7711 7.23269 20 7.23269 20H11.7184V12.4635C11.7184 12.0599 11.7477 11.6577 11.8658 11.3686C12.1905 10.5628 12.9286 9.72833 14.1666 9.72833C15.7908 9.72833 16.4395 10.9664 16.4395 12.7797V20H20.9245V12.2617C20.9245 8.11675 18.7123 6.18811 15.7601 6.18811Z" fill="currentColor"></path></svg></a></div></div></div><div class="author-description"><p class="body-s">Hamed is the co-founder and CEO of Uptime Labs. He has 20 years of experience in engineering leadership, reliability engineering and IT operations. Having spent the majority of his career at the sharp end of incident response in financial services, he&#x27;s looking to help all companies master the unexpected.</p></div></div></div><div class="blog-share"><div class="blog-share-left"><div class="label text-color-black">Share this post</div></div><div class="blog-social-links-wrap is-2"><button fs-copyclip-element="click" class="clipboard-link"><svg xmlns="http://www.w3.org/2000/svg" width="100%" viewBox="0 0 24 24" fill="none" class="socal-link-icon is-4"><path d="M1.82744 21.2724C2.40728 21.8531 3.09615 22.3135 3.85446 22.6271C4.61277 22.9407 5.42558 23.1014 6.24619 23.0999C7.06698 23.1014 7.87996 22.9407 8.63847 22.6271C9.39698 22.3134 10.0861 21.8531 10.6662 21.2724L14.2012 17.7362L12.4337 15.9687L8.89869 19.5049C8.19428 20.2062 7.24078 20.5999 6.24682 20.5999C5.25285 20.5999 4.29935 20.2062 3.59494 19.5049C2.89307 18.8008 2.49895 17.8472 2.49895 16.8531C2.49895 15.8589 2.89307 14.9053 3.59494 14.2012L7.13119 10.6662L5.36369 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