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0-20.711-3.69-24.608-14.347m-.615-22.956c2.871-10.453 10.663-16.192 22.352-16.192 9.228 0 18.456 4.304 21.737 16.192zM665.034 138.153c-13.534 0-23.787 4.919-29.324 12.503v-9.633h-30.76v102.48h30.76v-55.954c0-14.552 7.793-21.111 19.071-21.111 9.843 0 17.841 5.944 17.841 18.651v58.414h30.76V180.58c0-27.67-17.636-42.427-38.348-42.427M780.49 170.537v-29.514h-21.123v-28.695l-30.759 9.224v19.471h-16.407v29.514h16.407v36.278c0 28.695 11.689 40.787 51.882 36.688v-27.875c-13.535.82-21.123 0-21.123-8.813v-36.278zM813.237 246.373c10.663 0 19.48-8.813 19.48-19.472 0-10.657-8.817-19.471-19.48-19.471s-19.482 8.814-19.482 19.471c0 10.659 8.818 19.472 19.482 19.472M862.014 132.005c10.047 0 18.455-8.404 18.455-18.448 0-10.042-8.408-18.446-18.455-18.446-10.049 0-18.456 8.404-18.456 18.446 0 10.044 8.407 18.448 18.456 18.448m-15.381 111.498h30.761v-102.48h-30.761zM945.017 246.373c30.144 0 54.343-23.571 54.343-54.11s-24.199-54.11-54.343-54.11-54.342 23.571-54.342 54.11 24.197 54.11 54.342 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hover:text-alarmalade-500" href="#content-top">Finding the common ground with executives in incidents</a></li><li class="flex flex-col gap-3 relative group"><a class="flex items-center transition text-pretty py-2 hover:text-alarmalade-500" href="#responders-need-space-to-focus-on-effective-mitigation">Responders need space to focus on effective mitigation</a></li><li class="flex flex-col gap-3 relative group"><a class="flex items-center transition text-pretty py-2 hover:text-alarmalade-500" href="#executives-just-want-to-know-everything-is-ok">Executives just want to know everything is OK</a></li><li class="flex flex-col gap-3 relative group"><a class="flex items-center transition text-pretty py-2 hover:text-alarmalade-500" href="#actionable-ideas-for-improving-responder-and-executive-interactions-in-incidents">Actionable ideas for improving responder and executive interactions in incidents</a></li><li class="flex flex-col gap-3 relative group"><a class="flex items-center transition text-pretty py-2 hover:text-alarmalade-500 border-l border-dashed text-body-sm text-content-secondary ml-4 pl-4" href="#when-youre-responding-leave-a-trail-of-what-youre-doing">When you’re responding, leave a trail of what you’re doing</a></li><li class="flex flex-col gap-3 relative group"><a class="flex items-center transition text-pretty py-2 hover:text-alarmalade-500 border-l border-dashed text-body-sm text-content-secondary ml-4 pl-4" href="#agree-on-triggers-for-executive-comms">Agree on triggers for executive comms</a></li><li class="flex flex-col gap-3 relative group"><a class="flex items-center transition text-pretty py-2 hover:text-alarmalade-500 border-l border-dashed text-body-sm text-content-secondary ml-4 pl-4" href="#introduce-an-internal-communications-role-for-higher-severity-incidents">Introduce an internal communications role for higher severity incidents</a></li><li class="flex flex-col gap-3 relative group"><a class="flex items-center transition text-pretty py-2 hover:text-alarmalade-500 border-l border-dashed text-body-sm text-content-secondary ml-4 pl-4" href="#have-a-mutually-agreed-upon-incident-response-process-to-leave-zero-doubt">Have a mutually agreed upon incident response process to leave zero doubt</a></li><li class="flex flex-col gap-3 relative group"><a class="flex items-center transition text-pretty py-2 hover:text-alarmalade-500 border-l border-dashed text-body-sm text-content-secondary ml-4 pl-4" href="#use-your-post-incident-process-to-seek-and-act-on-feedback-from-people-at-all-levels-not-just-engineers">Use your post-incident process to seek and act on feedback from people at all levels, not just engineers</a></li><li class="flex flex-col gap-3 relative group"><a class="flex items-center transition text-pretty py-2 hover:text-alarmalade-500" href="#incident-management-is-a-team-sport">Incident management is a team sport</a></li></ul></div></div><div class="lg:max-w-[788px] grow flex flex-col gap-4 lg:gap-10" id="content-top"><div class="flex flex-col gap-4"><div class="flex flex-col gap-2"><h1 class="text-h3 text-balance">Finding the common ground with executives in incidents</h1></div><div class="flex flex-col gap-2 md:flex-row justify-between mt-auto"><div class="flex items-center gap-2"><span class="flex items-center gap-2"><div class="size-[22px] rounded-full overflow-hidden shrink-0"></div><a class="text-body-sm-emphasis leading-[1.1] w-min sm:w-auto transition hover:text-alarmalade-500" href="/blog/author/chris">Chris Evans</a></span></div><div class="text-body-sm text-content-secondary">March 25, 2024<span> — <!-- -->13 min read</span></div></div></div><div class="relative"><span class="relative overflow-hidden block align-top transition-opacity opacity-0 w-full rounded-lg"><img alt="" width="1920" height="1080" decoding="async" data-nimg="1" class="!m-0 w-full h-full object-cover" 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/_next/image?url=https%3A%2F%2Fcdn.sanity.io%2Fimages%2Foqy5aexb%2Fproduction%2F7675f0c3b45d8adc8473505e00bcf7e8d5cb9497-1920x1080.png%3Fw%3D2000%26q%3D80%26fit%3Dmax%26auto%3Dformat&w=1080&q=75 1080w, /_next/image?url=https%3A%2F%2Fcdn.sanity.io%2Fimages%2Foqy5aexb%2Fproduction%2F7675f0c3b45d8adc8473505e00bcf7e8d5cb9497-1920x1080.png%3Fw%3D2000%26q%3D80%26fit%3Dmax%26auto%3Dformat&w=1200&q=75 1200w, /_next/image?url=https%3A%2F%2Fcdn.sanity.io%2Fimages%2Foqy5aexb%2Fproduction%2F7675f0c3b45d8adc8473505e00bcf7e8d5cb9497-1920x1080.png%3Fw%3D2000%26q%3D80%26fit%3Dmax%26auto%3Dformat&w=1920&q=75 1920w, /_next/image?url=https%3A%2F%2Fcdn.sanity.io%2Fimages%2Foqy5aexb%2Fproduction%2F7675f0c3b45d8adc8473505e00bcf7e8d5cb9497-1920x1080.png%3Fw%3D2000%26q%3D80%26fit%3Dmax%26auto%3Dformat&w=2048&q=75 2048w, /_next/image?url=https%3A%2F%2Fcdn.sanity.io%2Fimages%2Foqy5aexb%2Fproduction%2F7675f0c3b45d8adc8473505e00bcf7e8d5cb9497-1920x1080.png%3Fw%3D2000%26q%3D80%26fit%3Dmax%26auto%3Dformat&w=3840&q=75 3840w" src="/_next/image?url=https%3A%2F%2Fcdn.sanity.io%2Fimages%2Foqy5aexb%2Fproduction%2F7675f0c3b45d8adc8473505e00bcf7e8d5cb9497-1920x1080.png%3Fw%3D2000%26q%3D80%26fit%3Dmax%26auto%3Dformat&w=3840&q=75"/></span></div><div class="prose prose-orange text-body max-w-none mb-6"><p class=""><em>I spotted <a href="https://www.reddit.com/r/devops/comments/1ap1s0g/how_do_you_control_ceos_and_execs_during_incidents/?share_id=zBR_5EBoh0Pu3kci7CekS&utm_content=1&utm_medium=ios_app&utm_name=ioscss&utm_source=share&utm_term=1" target="_blank" rel="noopener noreferrer" class="">this thread on Reddit</a>, discussing the pains of executives dropping into incidents, and the corresponding impact it can have on the incident response process.</em></p><p class=""><em>Being an SRE community, it was a little more of a one-sided account of the situation. So let’s look a little closer, and dive into what it takes to make incidents more efficient for responders and executives alike.</em></p><div><div class="rawhtml"><hr></div></div><p class="">You’ve been paged, the dashboards are a sea of red, and given the alerts that are firing, you suspect the database is the problem. You dive into your terminal and start issuing a stream of commands to see what’s up.</p><p class="">The more you pull on the thread, the deeper you go into your debugging hole, and the more you’re consumed with finding the problem.</p><p class="">And then you notice your Slack notifications. You’ve got unread mentions, and see your CTO has been @‘ing you for the last 10 minutes.</p><p class="">Now your focus is split across managing the incident, and managing the angry and impatient executive.</p><figure class=""><span class="relative overflow-hidden block align-top"><img alt="" data-zoom-src="https://cdn.sanity.io/images/oqy5aexb/production/f052e29aa138c25b5c6c1714160ac6ba9773b4e2-929x880.png?q=85&auto=format" loading="lazy" width="929" height="880" decoding="async" data-nimg="1" class="!m-0 w-full h-full object-cover" style="color:transparent" src="https://cdn.sanity.io/images/oqy5aexb/production/f052e29aa138c25b5c6c1714160ac6ba9773b4e2-929x880.png?w=2000&q=80&fit=max&auto=format"/></span><figcaption class="text-sm text-gray-500 text-center font-normal">What’s going on? How long has this been ongoing? Who’s the lead here? What’s the impact?</figcaption></figure><p class=""></p><p class="">If you’ve found yourself dealing with this situation in the past, you’ll know it’s not fun. But it can be better.</p><p class="">When you understand the situation from both sides, you’ll see there’s a few easy ways to find common ground on which incident responders and executives can work together to resolve incidents efficiently.</p><h2 id="responders-need-space-to-focus-on-effective-mitigation" class=""><a class="heading-link" href="#responders-need-space-to-focus-on-effective-mitigation"><span class="icon icon-link"></span></a>Responders need space to focus on effective mitigation</h2><p class="">In the middle of an incident, the responder’s default focus is normally on addressing the problem at hand. It makes perfect sense; the issue you're dealing with is causing some negative impact, and mitigating that impact as fast as possible is entirely logical.</p><p class="">But in many cases, this singular focus is short-sighted. And in the context of executives dropping into incidents, if you're off in your terminal firing of CLI commands, or diving into your dashboards to dig into numbers, you’re leaving behind a communications vacuum.</p><p class="">With no comms, people get nervous. And among those people is the executive who comes looking for answers.</p><h2 id="executives-just-want-to-know-everything-is-ok" class=""><a class="heading-link" href="#executives-just-want-to-know-everything-is-ok"><span class="icon icon-link"></span></a>Executives just want to know everything is OK</h2><blockquote><strong><em>“In my experience, roughly half the time an exec is causing problems in an incident, it's because they're unaware that they're disrupting things or else they'd step out. The other half is because they know something big is happening that affects their job but they aren't getting the information they need.”—reddit user</em></strong></blockquote><p class="">Whilst it’s easy to point fingers at executives negatively impacting incident response, it’s important to empathize with them in this situation.</p><p class="">All signs point to <a href="https://incident.io/incident-metrics-pulse" target="_blank" rel="noopener noreferrer" class="">organizations trying to hone in on exactly how much downtime is costing them</a>, and a myriad of other pressures all weigh on their minds, too.</p><p class="">Executives are responsible to boards of directors, investors, shareholders, customers and ultimately their employees.</p><p class="">So while it may seem like executives are just being difficult, when you take a deeper look, their reasons for jumping in often makes sense.</p><ul><li>Executives want to know that the right things are happening during an incident and the appropriate people are on it. In the absence of this clarity, lots of assumptions can get made. <em>“Who’s dealing with this right now? Is it a junior engineer or someone more tenured?”</em> Without a clear answer to these questions, anxiety grows</li><li>They are the ones that ultimately need to make decisions when things go very wrong, so comms are <em>critical </em>for them. If they aren’t equipped with the right answers during a particularly bad incident, it can make the company look even worse </li></ul><p class="">So when a high-severity incident gets declared, it’s easy to understand how the focus quickly turns to <em>“I need to know what’s going on here because I want a sense of how much it’s going to cost us,</em>” or something to that effect.</p><p class="">Executives are responsible to boards of directors, investors, shareholders, customers and ultimately their employees. The more downtime is experienced, the more it jeopardizes a litany of things. So it’s fair for them to have questions and wonder what the state of things are and whether or not everything is going to be OK.</p><h2 id="actionable-ideas-for-improving-responder-and-executive-interactions-in-incidents" class=""><a class="heading-link" href="#actionable-ideas-for-improving-responder-and-executive-interactions-in-incidents"><span class="icon icon-link"></span></a>Actionable ideas for improving responder and executive interactions in incidents</h2><p class="">Responders just want to focus on dealing with incidents. Executives just want to know that the response process is playing out smoothly, and stay in the loop as much as possible.</p><p class="">Thankfully, there are a few ways to keep everyone on the same page.</p><h3 id="when-youre-responding-leave-a-trail-of-what-youre-doing" class=""><a class="heading-link" href="#when-youre-responding-leave-a-trail-of-what-youre-doing"><span class="icon icon-link"></span></a>When you’re responding, leave a trail of what you’re doing</h3><p class="">In the absence of information, people will assume the worst.</p><p class="">Oversharing is your friend here. Any action you take, regardless of how insignificant it may seem, is probably worth communicating.</p><blockquote><strong><em>“The CEO should be told about the incident via a public channel. In that announcement you should state: What specially is happening and who it impacts, what the expected resolution time is and when the next update will come. The reason why people start stressing out is because they don’t know what to expect, how to find information and/or when new information has become available.”—reddit user</em></strong></blockquote><p class="">This visceral sense of activity immediately diffuses nerves and can help executives feel a bit more at ease knowing that there’s constant movement towards a resolution.</p><h3 id="agree-on-triggers-for-executive-comms" class=""><a class="heading-link" href="#agree-on-triggers-for-executive-comms"><span class="icon icon-link"></span></a>Agree on triggers for executive comms</h3><p class="">The word “proactive” is going to come up a lot here. The best way to get ahead of questions is by answering them ahead of time. With incidents, certain types will be of more interest (and impact) than others.</p><p class="">So set up agreed-upon triggers that let you know it’s time to communicate with executives. For example:</p><ul><li>Incidents over a certain severity</li><li>Incidents that affect certain customers</li><li>Incidents that have a certain monetary impact</li></ul><p class="">More often than not, these are exactly the types of incidents that will generate the most anxiety, so communicating once any of these alarms have gone off is a good first step towards letting folks know you have things under control.</p><h3 id="introduce-an-internal-communications-role-for-higher-severity-incidents" class=""><a class="heading-link" href="#introduce-an-internal-communications-role-for-higher-severity-incidents"><span class="icon icon-link"></span></a>Introduce an internal communications role for higher severity incidents</h3><p class="">Having a dedicated person and/or channel responsible for executive comms can go a long way here. Why? Because when incident responders are fighting fires, it’s helpful for them to not also have to concern themselves with sharing updates. And updates are just the start, the barrage of questions that follow can make this a full-time position!</p><figure class="not-prose !my-6 mx-auto pl-6 text-gray-900 text-xl border-l-2 border-orange-600 sm:text-2xl"><svg class="w-8 h-6 text-orange-600" viewBox="0 0 35 28" fill="none" aria-hidden="true" xmlns="http://www.w3.org/2000/svg"><path d="M25.983 17.068h5.608V28H19.605V15.617c0-4.834 1.356-8.626 4.069-11.378C26.459 1.413 30.234 0 35 0v5.578c-3.079 0-5.352.818-6.818 2.454-1.466 1.636-2.2 4.127-2.2 7.474v1.562Zm-19.605 0h5.608V28H0V15.617C0 10.784 1.356 6.992 4.069 4.24 6.854 1.413 10.629 0 15.395 0v5.578c-3.079 0-5.352.818-6.818 2.454-1.466 1.636-2.2 4.127-2.2 7.474v1.562Z" fill="currentColor"></path></svg><blockquote class="mt-4 text-gray-900 whitespace-pre-line">Your incident response processes should leave as little room for ambiguity as possible. Document the process in a place everyone, not just the executive team, can find.</blockquote></figure><p class="">It’s important that the person responsible for communicating can do so in a way that’s appropriate, hitting the right details without overwhelming the recipients. While executives with technical backgrounds are much more common these days, when something bad is happening, the last thing they want to be doing is parsing through highly complex explanations of databases losing quorum.</p><p class="">Think of this as an executive summary: concise, to-the-point, need-to-know information.</p><blockquote><strong><em>“Depending on the scale and length of the incident, you'll have multiple channels, each with a leader responsible for inter-channel communications. Everyone should know who their channel leader is…”—reddit user</em></strong></blockquote><p class="">By having a dedicated channel for them, with updates contextualized around business impact <em>and</em> an expectation around the frequency, it’s considerably easier for executives to stay in the loop, and the pressure on responders relieved as a result.</p><p class="">Should they have any questions that aren’t being answered by your updates, having <em>one</em> person dedicated to responding to them can also help. But it’s important to make this clear at the onset. There should be no ambiguity about who this person is.</p><p class=""><em>“If you have any questions that aren’t answered by our incident updates, please tag Sally and she’ll get back to you ~10 minutes.”</em></p><p class="">Ultimately this person should serve as the gatekeeper here and facilitate smooth comms.</p><h3 id="have-a-mutually-agreed-upon-incident-response-process-to-leave-zero-doubt" class=""><a class="heading-link" href="#have-a-mutually-agreed-upon-incident-response-process-to-leave-zero-doubt"><span class="icon icon-link"></span></a>Have a mutually agreed upon incident response process to leave zero doubt</h3><p class="">Help your executives help you!</p><p class="">Your incident response processes should leave as little room for ambiguity as possible. Document the process in a place everyone, not just the executive team, can find. </p><p class="">Alerting, declaration, roles, escalations, internal and external comms. Everything.</p><p class="">What’s your process for communicating? Where should folks go if they don’t have the answer to something? By proactively answering these questions, you’ll avoid situations where people feel like they need to go chasing answers.</p><blockquote><strong><em>“Look into playbooks and create a standard procedure for handling incidents. Triaging, who to contact, what to do, etc. Add to these playbooks over time. Ensure your CEO is told about incidents (of specific severities) after they’re handled to help build trust in the process.”—reddit user</em></strong></blockquote><p class="">By not being proactive about communication here, you leave a lot of room for assumptions and this is when nerves go on high alert.</p><div class="callout callout--radar"><h2 class=""><a class="heading-link" href="#undefined"><span class="icon icon-link"></span></a>Don't leave your process to chance</h2><p class="">Whilst documenting your response goes a long way, getting your processes into a place where documents aren’t required is even better. The best way for folks to know what to do in an incident, is to provide them instructions when it’s contextually relevant. This is exactly where incident.io can help!</p><p class=""></p><p class=""><a href="https://incident.io/respond" target="_blank" rel="noopener noreferrer" class="cursor-pointer inline-block w-full text-center md:w-auto px-5 py-2 border-2 border-orange-600 font-medium text-md rounded-full transition-colors active:text-opacity-80 focus:outline-none focus:ring-2 focus:ring-offset-2 bg-orange-600 hover:bg-orange-700 hover:border-orange-700 !no-underline !text-white cta-button">Learn more</a></p></div><h3 id="use-your-post-incident-process-to-seek-and-act-on-feedback-from-people-at-all-levels-not-just-engineers" class=""><a class="heading-link" href="#use-your-post-incident-process-to-seek-and-act-on-feedback-from-people-at-all-levels-not-just-engineers"><span class="icon icon-link"></span></a>Use your post-incident process to seek and act on feedback from people at all levels, not just engineers</h3><p class="">All of these processes are living things. There’s <em>always</em> room for improvement and things you can do to make everyone feel more confident in the process.</p><p class="">It’s tempting for post-incident learning to be focused on the actual issue you face, with the incident <em>process</em> itself falling down the priority list. But digging into the details on <em>how you responded</em> is equally important, and the post-incident process is perfect for gathering input from folks at all levels, particularly executives.</p><p class="">Remember, executives ultimately want to know that everything is running efficiently, but you also need the space to manage the incident. To marry the two together, you can consider asking some of the following questions during a post-mortem meeting:</p><ul><li>Did you see anything during our response process that concerned you?</li><li>How often do you expect comms during an incident of similar severity?</li><li>Is there any context that we didn’t provide that would’ve been helpful for you to have?</li><li>During an incident of X severity, what do you need to know immediately to be able to have more confidence in our response?</li></ul><p class="">By getting answers to these questions directly, you’ll be able to make any necessary changes to your response process so that you can focus on the incident, and executives can be primed with the knowledge they need at the onset.</p><h2 id="incident-management-is-a-team-sport" class=""><a class="heading-link" href="#incident-management-is-a-team-sport"><span class="icon icon-link"></span></a>Incident management is a team sport</h2><p class="">Incident management is not solely about response. It’s about your entire organization coming together to resolve incidents as quickly as possible. But if there’s a sense of “us vs them” or, in this case, “engineers vs executives,” it can be hard to leverage the expertise of everyone involved.</p><p class="">This can quickly turn into a much bigger problem down the line. When folks feel like their well-meaning opinions aren’t being heard or their questions aren’t being answered proactively, this is when they’ll feel like they have no choice but to chase them.</p><p class="">Executive teams ultimately want to know that things are being handled by the folks best equipped to do so. Incident management is no exception.</p><p class="">No one wants to field a list of questions during the middle of an incident—but to avoid this you <em>have</em> to be proactive about a few things: </p><ul><li>Answering any questions before they come up. Process documentation is your effective ticket here</li><li>Overshare during incidents! Big gaps between updates leaves a lot of room for assumptions and, eventually, questions</li><li>When questions do come up, filtering them into the appropriate channel to be handled by a single designated person</li><li>Loop executives into any iterations of your response process so they feel heard and their expertise and perspective is integrated</li></ul><p class="">As long as you’re covering these bases, you should be in a better position to focus on the incident while giving executives the context they need to be helpful, and ultimately help the organization.</p><p class="">Remember, everyone feels the pain of incidents. But as long as everyone is on the same page, you can run them more effectively and mitigate any fallout before it happens.</p><p class=""><br/><br/></p></div><div class="flex justify-between"><div class="flex gap-3"></div><div class="flex gap-6"><button title="Bluesky" class="relative"><svg xmlns="http://www.w3.org/2000/svg" viewBox="0 0 576 512" class="shrink-0 size-6 text-content-primary transition-colors hover:text-alarmalade-500"><path fill="currentColor" d="M407.8 294.7c-3.3-.4-6.7-.8-10-1.3 3.4.4 6.7.9 10 1.3M288 227.1c-26.1-50.7-97.1-145.2-163.1-191.8C61.6-9.4 37.5-1.7 21.6 5.5 3.3 13.8 0 41.9 0 58.4S9.1 194 15 213.9c19.5 65.7 89.1 87.9 153.2 80.7 3.3-.5 6.6-.9 10-1.4-3.3.5-6.6 1-10 1.4-93.9 14-177.3 48.2-67.9 169.9C220.6 589.1 265.1 437.8 288 361.1c22.9 76.7 49.2 222.5 185.6 103.4 102.4-103.4 28.1-156-65.8-169.9-3.3-.4-6.7-.8-10-1.3 3.4.4 6.7.9 10 1.3 64.1 7.1 133.6-15.1 153.2-80.7C566.9 194 576 75 576 58.4s-3.3-44.7-21.6-52.9c-15.8-7.1-40-14.9-103.2 29.8C385.1 81.9 314.1 176.4 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21.3 32.8 41.5 32.8zm-172.5 93.3c16.7 0 29.5 17.6 28.5 39.3s-13.5 29.6-30.3 29.6-31.4-8.8-30.4-30.5S160.3 247 177 247zm190.1 38.3c1 21.7-13.7 30.5-30.4 30.5s-29.3-7.9-30.3-29.6 11.8-39.3 28.5-39.3 31.2 16.6 32.1 38.3zm-48.1 56.7c-10.3 24.6-34.6 41.9-63 41.9s-52.7-17.3-63-41.9c-1.2-2.9.8-6.2 3.9-6.5 18.4-1.9 38.3-2.9 59.1-2.9s40.7 1 59.1 2.9c3.1.3 5.1 3.6 3.9 6.5"></path></svg></button></div></div><div class="p-8 bg-white border border-stroke-primary rounded-lg flex flex-col gap-4 flame-background lg:flex-row"><div class="flex-1 flex flex-col gap-4 justify-between flex-grow items-center lg:w-1/2"><div class="flex gap-4 items-center"><span class="relative overflow-hidden block align-top w-25 h-25 rounded-full object-cover ring-1 ring-inset ring-black/10"><img alt="Picture of Chris Evans" loading="lazy" width="250" height="250" decoding="async" data-nimg="1" class="!m-0 w-full h-full object-cover" style="color:transparent" srcSet="/_next/image?url=https%3A%2F%2Fcdn.sanity.io%2Fimages%2Foqy5aexb%2Fproduction%2F7971ec7063054a94ed2d9a96e15bf10cb25a3e8d-3397x3397.jpg%3Fw%3D250%26h%3D250%26q%3D80%26fit%3Dmax%26auto%3Dformat&w=256&q=75 1x, /_next/image?url=https%3A%2F%2Fcdn.sanity.io%2Fimages%2Foqy5aexb%2Fproduction%2F7971ec7063054a94ed2d9a96e15bf10cb25a3e8d-3397x3397.jpg%3Fw%3D250%26h%3D250%26q%3D80%26fit%3Dmax%26auto%3Dformat&w=640&q=75 2x" src="/_next/image?url=https%3A%2F%2Fcdn.sanity.io%2Fimages%2Foqy5aexb%2Fproduction%2F7971ec7063054a94ed2d9a96e15bf10cb25a3e8d-3397x3397.jpg%3Fw%3D250%26h%3D250%26q%3D80%26fit%3Dmax%26auto%3Dformat&w=640&q=75"/></span><div class="text-pretty"><div class="text-content-primary text-body-emphasis">Chris Evans</div><div class="text-alarmalade-600 text-body-xs">Co-Founder & Field CTO</div></div></div><a class="relative inline-flex gap-2 items-center justify-center rounded-full focus-visible:outline-none focus-visible:ring-2 focus-visible:ring-offset-2 disabled:opacity-60 group/button cursor-pointer transition-[color,background-color,border-color,opacity,transform] border border-stroke-primary hover:border-stroke-hover text-content-primary dark:text-white text-body-emphasis h-[41px] px-4 py-2 max-sm:w-full" href="/blog/author/chris">View more<!-- --> <span class="hidden sm:inline">from <!-- -->Chris</span><svg xmlns="http://www.w3.org/2000/svg" viewBox="0 0 16 16" fill="none" class="transition ease-in-out inline-block size-5 group-hover/button:translate-x-1"><path d="M12.8 8.59965H3.00002C2.66882 8.59965 2.40002 8.33085 2.40002 7.99965C2.40002 7.66845 2.66882 7.39965 3.00002 7.39965H12.8C13.1312 7.39965 13.4 7.66845 13.4 7.99965C13.4 8.33085 13.1312 8.59965 12.8 8.59965Z" fill="currentColor"></path><path d="M9.60002 11.9996C9.53122 11.9996 9.46082 11.9876 9.39202 11.9628C9.08082 11.8476 8.92242 11.5028 9.03682 11.1924C9.66242 9.49645 10.7328 8.53005 11.5816 8.00045C10.7328 7.47085 9.66322 6.50445 9.03682 4.80845C8.92162 4.49725 9.08082 4.15245 9.39202 4.03805C9.70322 3.92125 10.048 4.08285 10.1624 4.39325C11.0656 6.84205 13.0656 7.39805 13.1496 7.42045C13.4144 7.49085 13.5992 7.73085 13.5976 8.00365C13.596 8.27725 13.412 8.51565 13.1464 8.58285C13.0648 8.60445 11.0656 9.16045 10.1624 11.6092C10.0728 11.8516 9.84402 12.0012 9.59922 12.0012L9.60002 11.9996Z" fill="currentColor"></path></svg></a></div><div class="flex-1 flex items-center text-slate-800"><p class="">I'm one of the co-founders, and Field CTO here at incident.io.</p></div></div></div></section><section class="flex flex-col gap-6"><div class="flex flex-col md:flex-row justify-between gap-4"><h2 class="text-h3">See related articles</h2><a class="relative gap-2 items-center justify-center rounded-full focus-visible:outline-none focus-visible:ring-2 focus-visible:ring-offset-2 disabled:opacity-60 group/button cursor-pointer transition-[color,background-color,border-color,opacity,transform] bg-surface-secondary hover:bg-surface-tertiary active:bg-surface-quaternary text-content-primary text-body-emphasis h-[41px] px-4 py-2 hidden md:block" href="/blog">View all<svg xmlns="http://www.w3.org/2000/svg" viewBox="0 0 16 16" fill="none" class="transition ease-in-out inline-block size-5 group-hover/button:translate-x-1"><path d="M12.8 8.59965H3.00002C2.66882 8.59965 2.40002 8.33085 2.40002 7.99965C2.40002 7.66845 2.66882 7.39965 3.00002 7.39965H12.8C13.1312 7.39965 13.4 7.66845 13.4 7.99965C13.4 8.33085 13.1312 8.59965 12.8 8.59965Z" fill="currentColor"></path><path d="M9.60002 11.9996C9.53122 11.9996 9.46082 11.9876 9.39202 11.9628C9.08082 11.8476 8.92242 11.5028 9.03682 11.1924C9.66242 9.49645 10.7328 8.53005 11.5816 8.00045C10.7328 7.47085 9.66322 6.50445 9.03682 4.80845C8.92162 4.49725 9.08082 4.15245 9.39202 4.03805C9.70322 3.92125 10.048 4.08285 10.1624 4.39325C11.0656 6.84205 13.0656 7.39805 13.1496 7.42045C13.4144 7.49085 13.5992 7.73085 13.5976 8.00365C13.596 8.27725 13.412 8.51565 13.1464 8.58285C13.0648 8.60445 11.0656 9.16045 10.1624 11.6092C10.0728 11.8516 9.84402 12.0012 9.59922 12.0012L9.60002 11.9996Z" fill="currentColor"></path></svg></a></div><div class="grid grid-cols-1 md:grid-cols-2 lg:grid-cols-3 gap-8 md:gap-4"><a id="imported-blog-2023-01-03-podcast-how-communication-can-make-or-break-your-incidents-index-md" class="group flex flex-col" href="/blog/podcast-how-communication-can-make-or-break-your-incidents"><div class="bg-surface-tertiary rounded-lg mb-3 md:mb-6 p-0 relative aspect-video"><span class="block align-top w-full overflow-hidden transition-all ease-in-out duration-300 mx-auto absolute inset-0 group-hover:w-[calc(100%-16px)] group-hover:py-2 [&_img]:transition-all [&_img]:rounded-lg group-hover:[&_img]:rounded"><img alt="How communication can make or break your incidents" loading="lazy" width="2400" height="1350" decoding="async" data-nimg="1" class="!m-0 w-full h-full object-cover" style="color:transparent" srcSet="/_next/image?url=https%3A%2F%2Fcdn.sanity.io%2Fimages%2Foqy5aexb%2Fproduction%2Fa437807118b3818349494dad606243192577f116-2400x1350.png%3Fw%3D2000%26q%3D80%26fit%3Dmax%26auto%3Dformat&w=3840&q=75 1x" src="/_next/image?url=https%3A%2F%2Fcdn.sanity.io%2Fimages%2Foqy5aexb%2Fproduction%2Fa437807118b3818349494dad606243192577f116-2400x1350.png%3Fw%3D2000%26q%3D80%26fit%3Dmax%26auto%3Dformat&w=3840&q=75"/></span></div><div class="max-w-[546px] grow flex flex-col gap-2"><h3 class="text-h4 text-pretty">How communication can make or break your incidents</h3><p class="text-body-sm line-clamp-2">In this episode, Pete and Lisa discuss why great communication (both internally and externally) is essential to the success of any incident management process.</p><div class="flex flex-wrap items-center gap-x-4 gap-y-1"><div class="flex items-center gap-2 flex-wrap"><span class="flex items-center gap-2"><div class="size-[22px] rounded-full overflow-hidden shrink-0"><span class="relative overflow-hidden block align-top"><img alt="Charlie Kingston" loading="lazy" width="100" height="100" decoding="async" data-nimg="1" class="!m-0 w-full h-full object-cover" style="color:transparent" srcSet="/_next/image?url=https%3A%2F%2Fcdn.sanity.io%2Fimages%2Foqy5aexb%2Fproduction%2F03fe87b7231a873d773672f18cde78d41eff3844-512x512.jpg%3Fw%3D100%26h%3D100%26q%3D80%26fit%3Dmax%26auto%3Dformat&w=128&q=75 1x, /_next/image?url=https%3A%2F%2Fcdn.sanity.io%2Fimages%2Foqy5aexb%2Fproduction%2F03fe87b7231a873d773672f18cde78d41eff3844-512x512.jpg%3Fw%3D100%26h%3D100%26q%3D80%26fit%3Dmax%26auto%3Dformat&w=256&q=75 2x" src="/_next/image?url=https%3A%2F%2Fcdn.sanity.io%2Fimages%2Foqy5aexb%2Fproduction%2F03fe87b7231a873d773672f18cde78d41eff3844-512x512.jpg%3Fw%3D100%26h%3D100%26q%3D80%26fit%3Dmax%26auto%3Dformat&w=256&q=75"/></span></div><span class="text-body-sm-emphasis leading-[1.1]">Charlie Kingston</span></span></div><div class="text-body-sm text-content-secondary">January 3, 2023</div></div></div></a><a id="imported-blog-2023-04-14-external-comms-abc-index-md" class="group flex flex-col" href="/blog/external-communications-abcs"><div class="bg-surface-tertiary rounded-lg mb-3 md:mb-6 p-0 relative aspect-video"><span class="block align-top w-full overflow-hidden transition-all ease-in-out duration-300 mx-auto absolute inset-0 group-hover:w-[calc(100%-16px)] group-hover:py-2 [&_img]:transition-all [&_img]:rounded-lg group-hover:[&_img]:rounded"><img alt="Our A, B, Cs of external communications" loading="lazy" width="1920" height="1280" decoding="async" data-nimg="1" class="!m-0 w-full h-full object-cover" style="color:transparent" srcSet="/_next/image?url=https%3A%2F%2Fcdn.sanity.io%2Fimages%2Foqy5aexb%2Fproduction%2F1787d6904e0cc07bcdccc597dc3dcf67022fa2cc-1920x1280.jpg%3Fw%3D2000%26q%3D80%26fit%3Dmax%26auto%3Dformat&w=1920&q=75 1x, /_next/image?url=https%3A%2F%2Fcdn.sanity.io%2Fimages%2Foqy5aexb%2Fproduction%2F1787d6904e0cc07bcdccc597dc3dcf67022fa2cc-1920x1280.jpg%3Fw%3D2000%26q%3D80%26fit%3Dmax%26auto%3Dformat&w=3840&q=75 2x" src="/_next/image?url=https%3A%2F%2Fcdn.sanity.io%2Fimages%2Foqy5aexb%2Fproduction%2F1787d6904e0cc07bcdccc597dc3dcf67022fa2cc-1920x1280.jpg%3Fw%3D2000%26q%3D80%26fit%3Dmax%26auto%3Dformat&w=3840&q=75"/></span></div><div class="max-w-[546px] grow flex flex-col gap-2"><h3 class="text-h4 text-pretty">Our A, B, Cs of external communications</h3><p class="text-body-sm line-clamp-2">External communication is really important. But you have to make sure you’re hitting a few key bars before you ship things out into the world.</p><div class="flex flex-wrap items-center gap-x-4 gap-y-1"><div class="flex items-center gap-2 flex-wrap"><span class="flex items-center gap-2"><div class="size-[22px] rounded-full overflow-hidden shrink-0"><span class="relative overflow-hidden block align-top"><img alt="Lisa Karlin Curtis" loading="lazy" width="100" height="100" decoding="async" data-nimg="1" class="!m-0 w-full h-full object-cover" style="color:transparent" srcSet="/_next/image?url=https%3A%2F%2Fcdn.sanity.io%2Fimages%2Foqy5aexb%2Fproduction%2Ffdd2d553f58284a7641cb96adad76b70c273d127-690x690.png%3Fw%3D100%26h%3D100%26q%3D80%26fit%3Dmax%26auto%3Dformat&w=128&q=75 1x, /_next/image?url=https%3A%2F%2Fcdn.sanity.io%2Fimages%2Foqy5aexb%2Fproduction%2Ffdd2d553f58284a7641cb96adad76b70c273d127-690x690.png%3Fw%3D100%26h%3D100%26q%3D80%26fit%3Dmax%26auto%3Dformat&w=256&q=75 2x" src="/_next/image?url=https%3A%2F%2Fcdn.sanity.io%2Fimages%2Foqy5aexb%2Fproduction%2Ffdd2d553f58284a7641cb96adad76b70c273d127-690x690.png%3Fw%3D100%26h%3D100%26q%3D80%26fit%3Dmax%26auto%3Dformat&w=256&q=75"/></span></div><span class="text-body-sm-emphasis leading-[1.1]">Lisa Karlin Curtis</span></span></div><div class="text-body-sm text-content-secondary">April 17, 2023</div></div></div></a><a id="imported-blog-2021-10-26-five-steps-to-better-customer-comms-index-md" class="group flex flex-col" href="/blog/five-steps-to-better-customer-comms"><div class="bg-surface-tertiary rounded-lg mb-3 md:mb-6 p-0 relative aspect-video"><span class="block align-top w-full overflow-hidden transition-all ease-in-out duration-300 mx-auto absolute inset-0 group-hover:w-[calc(100%-16px)] group-hover:py-2 [&_img]:transition-all [&_img]:rounded-lg group-hover:[&_img]:rounded"><img alt="How to communicate on your status page" loading="lazy" width="2940" height="1960" decoding="async" data-nimg="1" class="!m-0 w-full h-full object-cover" style="color:transparent" srcSet="/_next/image?url=https%3A%2F%2Fcdn.sanity.io%2Fimages%2Foqy5aexb%2Fproduction%2F5fccc4de38e95e813848a95dcb5dda04d3570223-2940x1960.jpg%3Fw%3D2000%26q%3D80%26fit%3Dmax%26auto%3Dformat&w=3840&q=75 1x" src="/_next/image?url=https%3A%2F%2Fcdn.sanity.io%2Fimages%2Foqy5aexb%2Fproduction%2F5fccc4de38e95e813848a95dcb5dda04d3570223-2940x1960.jpg%3Fw%3D2000%26q%3D80%26fit%3Dmax%26auto%3Dformat&w=3840&q=75"/></span></div><div class="max-w-[546px] grow flex flex-col gap-2"><h3 class="text-h4 text-pretty">How to communicate on your status page</h3><p class="text-body-sm line-clamp-2">Great communication with your customers can quickly turn a negative into a positive. We lay out our five steps to better incident communication.</p><div class="flex flex-wrap items-center gap-x-4 gap-y-1"><div class="flex items-center gap-2 flex-wrap"><span class="flex items-center gap-2"><div class="size-[22px] rounded-full overflow-hidden shrink-0"><span class="relative overflow-hidden block align-top"><img alt="Chris Evans" loading="lazy" width="100" height="100" decoding="async" data-nimg="1" class="!m-0 w-full h-full object-cover" style="color:transparent" srcSet="/_next/image?url=https%3A%2F%2Fcdn.sanity.io%2Fimages%2Foqy5aexb%2Fproduction%2F7971ec7063054a94ed2d9a96e15bf10cb25a3e8d-3397x3397.jpg%3Fw%3D100%26h%3D100%26q%3D80%26fit%3Dmax%26auto%3Dformat&w=128&q=75 1x, /_next/image?url=https%3A%2F%2Fcdn.sanity.io%2Fimages%2Foqy5aexb%2Fproduction%2F7971ec7063054a94ed2d9a96e15bf10cb25a3e8d-3397x3397.jpg%3Fw%3D100%26h%3D100%26q%3D80%26fit%3Dmax%26auto%3Dformat&w=256&q=75 2x" src="/_next/image?url=https%3A%2F%2Fcdn.sanity.io%2Fimages%2Foqy5aexb%2Fproduction%2F7971ec7063054a94ed2d9a96e15bf10cb25a3e8d-3397x3397.jpg%3Fw%3D100%26h%3D100%26q%3D80%26fit%3Dmax%26auto%3Dformat&w=256&q=75"/></span></div><span class="text-body-sm-emphasis leading-[1.1]">Chris Evans</span></span></div><div class="text-body-sm text-content-secondary">October 26, 2021</div></div></div></a></div><a class="relative inline-flex gap-2 items-center justify-center rounded-full focus-visible:outline-none focus-visible:ring-2 focus-visible:ring-offset-2 disabled:opacity-60 group/button cursor-pointer transition-[color,background-color,border-color,opacity,transform] bg-surface-secondary hover:bg-surface-tertiary active:bg-surface-quaternary text-content-primary text-body-emphasis h-[41px] px-4 py-2 md:hidden" href="/blog">View all<svg xmlns="http://www.w3.org/2000/svg" viewBox="0 0 16 16" fill="none" class="transition ease-in-out inline-block size-5 group-hover/button:translate-x-1"><path 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1.95 2.021 3.847 3.05 5.762.177.33.392.638.664 1.078.278-.285.499-.494.699-.72q.608-.78 1.305-1.48c.858-.759 1.837-.509 2.286.547q.232.598.343 1.228a66 66 0 0 1 1.509 12.259c.016.812-.048 1.604-.622 2.224-1.29.273-2.019-.428-2.559-1.393-.596-1.065-1.132-2.164-1.763-3.378-.626.854-1.217 1.63-1.773 2.43-.332.479-.651 1.009-1.315.902-.741-.12-1.103-.694-1.26-1.383-.337-1.48-.658-2.961-.98-4.444-.643-2.962-1.302-5.921-1.915-8.89a31 31 0 0 1-.555-3.632c-.045-.521.21-1.067.329-1.6z"></path><defs><clipPath id="server-racks_svg__a"><path fill="#fff" d="M48.644 83.479c0-9.395 7.616-17.012 17.01-17.012h102.878v79.386H48.644z"></path></clipPath><clipPath id="server-racks_svg__b"><path fill="#fff" d="m185.411 28.395 59.945 103.826-32.271 18.632L153.14 47.026z"></path></clipPath></defs></svg><h2 class="text-h3 md:text-h2 text-balance max-w-[588px]">So good, you’ll break things on purpose</h2><p class="text-body md:text-body-lg max-w-[588px]">Ready for modern incident management? 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4.92496 10.8201 5.26848 11.1648C6.14727 12.0483 6.90371 13.1165 7.58016 14.4306C7.73191 14.7247 8.03896 14.9129 8.36483 14.9094C8.69306 14.9094 8.99422 14.727 9.14598 14.4365Z" fill="#F25533"></path></svg>Our unmatched speed of deployment</li><li class="flex gap-1"><svg xmlns="http://www.w3.org/2000/svg" width="20" height="21" viewBox="0 0 20 21" fill="none" class="mt-0.5"><path d="M9.14598 14.4365C10.6142 11.6377 12.4682 9.39312 14.6552 7.7673C15.0469 7.47672 15.1281 6.92263 14.8375 6.53205C14.547 6.1403 13.994 6.0603 13.6035 6.34971C11.5753 7.85671 9.81654 9.83428 8.35895 12.2401C7.8025 11.3648 7.19429 10.5978 6.5202 9.92016C6.1755 9.57311 5.61552 9.57312 5.27201 9.91663C4.92614 10.2601 4.92496 10.8201 5.26848 11.1648C6.14727 12.0483 6.90371 13.1165 7.58016 14.4306C7.73191 14.7247 8.03896 14.9129 8.36483 14.9094C8.69306 14.9094 8.99422 14.727 9.14598 14.4365Z" fill="#F25533"></path></svg>Why we’re loved by users and easily adopted</li><li class="flex gap-1"><svg 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The reason why people start stressing out is because they don’t know what to expect, how to find information and/or when new information has become available.”—reddit user\"}],\"markDefs\":[],\"style\":\"blockquote\"},{\"_key\":\"08ea89002d02\",\"_type\":\"block\",\"children\":[{\"_key\":\"c5b06343f703\",\"_type\":\"span\",\"marks\":[],\"text\":\"This visceral sense of activity immediately diffuses nerves and can help executives feel a bit more at ease knowing that there’s constant movement towards a resolution.\"}],\"markDefs\":[],\"style\":\"normal\"},{\"_key\":\"9fe63d795bdd\",\"_type\":\"block\",\"children\":[{\"_key\":\"8286963c9eb3\",\"_type\":\"span\",\"marks\":[],\"text\":\"Agree on triggers for executive comms\"}],\"markDefs\":[{\"_type\":\"slug\",\"_key\":\"slug-agree-on-triggers-for-executive-comms\",\"slug\":\"agree-on-triggers-for-executive-comms\"}],\"style\":\"h3\"},{\"_key\":\"dff030c8a17f\",\"_type\":\"block\",\"children\":[{\"_key\":\"31073cf0a4fb\",\"_type\":\"span\",\"marks\":[],\"text\":\"The word “proactive” is going to come up a lot here. 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There should be no ambiguity about who this person is.\"}],\"markDefs\":[],\"style\":\"normal\"},{\"_key\":\"c8b5b19a4928\",\"_type\":\"block\",\"children\":[{\"_key\":\"743e2a9f2f38\",\"_type\":\"span\",\"marks\":[\"em\"],\"text\":\"“If you have any questions that aren’t answered by our incident updates, please tag Sally and she’ll get back to you ~10 minutes.”\"}],\"markDefs\":[],\"style\":\"normal\"},{\"_key\":\"26ab803db764\",\"_type\":\"block\",\"children\":[{\"_key\":\"bcb96b267041\",\"_type\":\"span\",\"marks\":[],\"text\":\"Ultimately this person should serve as the gatekeeper here and facilitate smooth comms.\"}],\"markDefs\":[],\"style\":\"normal\"},{\"_key\":\"1342956e5cc4\",\"_type\":\"block\",\"children\":[{\"_key\":\"27698a38ea85\",\"_type\":\"span\",\"marks\":[],\"text\":\"Have a mutually agreed upon incident response process to leave zero doubt\"}],\"markDefs\":[{\"_type\":\"slug\",\"_key\":\"slug-have-a-mutually-agreed-upon-incident-response-process-to-leave-zero-doubt\",\"slug\":\"have-a-mutually-agreed-upon-incident-response-process-to-leave-zero-doubt\"}],\"style\":\"h3\"},{\"_key\":\"e3999b7a8324\",\"_type\":\"block\",\"children\":[{\"_key\":\"d8bc13e68482\",\"_type\":\"span\",\"marks\":[],\"text\":\"Help your executives help you!\"}],\"markDefs\":[],\"style\":\"normal\"},{\"_key\":\"aecb9cd1554c\",\"_type\":\"block\",\"children\":[{\"_key\":\"c51b1eeee958\",\"_type\":\"span\",\"marks\":[],\"text\":\"Your incident response processes should leave as little room for ambiguity as possible. 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But digging into the details on \"},{\"_key\":\"9dd6447882eb\",\"_type\":\"span\",\"marks\":[\"em\"],\"text\":\"how you responded\"},{\"_key\":\"38c519a8b6a2\",\"_type\":\"span\",\"marks\":[],\"text\":\" is equally important, and the post-incident process is perfect for gathering input from folks at all levels, particularly executives.\"}],\"markDefs\":[],\"style\":\"normal\"},{\"_key\":\"6b798a99f183\",\"_type\":\"block\",\"children\":[{\"_key\":\"9063f8234b4a\",\"_type\":\"span\",\"marks\":[],\"text\":\"Remember, executives ultimately want to know that everything is running efficiently, but you also need the space to manage the incident. 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It’s about your entire organization coming together to resolve incidents as quickly as possible. But if there’s a sense of “us vs them” or, in this case, “engineers vs executives,” it can be hard to leverage the expertise of everyone involved.\"}],\"markDefs\":[],\"style\":\"normal\"},{\"_key\":\"c818e7afeec2\",\"_type\":\"block\",\"children\":[{\"_key\":\"94e6898d9c27\",\"_type\":\"span\",\"marks\":[],\"text\":\"This can quickly turn into a much bigger problem down the line. When folks feel like their well-meaning opinions aren’t being heard or their questions aren’t being answered proactively, this is when they’ll feel like they have no choice but to chase them.\"}],\"markDefs\":[],\"style\":\"normal\"},{\"_key\":\"c90b86a64929\",\"_type\":\"block\",\"children\":[{\"_key\":\"7f8597b9db8a\",\"_type\":\"span\",\"marks\":[],\"text\":\"Executive teams ultimately want to know that things are being handled by the folks best equipped to do so. Incident management is no exception.\"}],\"markDefs\":[],\"style\":\"normal\"},{\"_key\":\"6703dbadddd0\",\"_type\":\"block\",\"children\":[{\"_key\":\"b7e8e0056c30\",\"_type\":\"span\",\"marks\":[],\"text\":\"No one wants to field a list of questions during the middle of an incident—but to avoid this you \"},{\"_key\":\"2f3f329a96b1\",\"_type\":\"span\",\"marks\":[\"em\"],\"text\":\"have\"},{\"_key\":\"bb01434d1c16\",\"_type\":\"span\",\"marks\":[],\"text\":\" to be proactive about a few things: \"}],\"markDefs\":[],\"style\":\"normal\"},{\"_key\":\"7ad017924e93\",\"_type\":\"block\",\"children\":[{\"_key\":\"4200adbc2685\",\"_type\":\"span\",\"marks\":[],\"text\":\"Answering any questions before they come up. Process documentation is your effective ticket here\"}],\"level\":1,\"listItem\":\"bullet\",\"markDefs\":[],\"style\":\"normal\"},{\"_key\":\"3cbbecaa9951\",\"_type\":\"block\",\"children\":[{\"_key\":\"1d193e762c7b\",\"_type\":\"span\",\"marks\":[],\"text\":\"Overshare during incidents! Big gaps between updates leaves a lot of room for assumptions and, eventually, questions\"}],\"level\":1,\"listItem\":\"bullet\",\"markDefs\":[],\"style\":\"normal\"},{\"_key\":\"dfa229031550\",\"_type\":\"block\",\"children\":[{\"_key\":\"83c3d7e794c7\",\"_type\":\"span\",\"marks\":[],\"text\":\"When questions do come up, filtering them into the appropriate channel to be handled by a single designated person\"}],\"level\":1,\"listItem\":\"bullet\",\"markDefs\":[],\"style\":\"normal\"},{\"_key\":\"b87b13208466\",\"_type\":\"block\",\"children\":[{\"_key\":\"3fd61c92e62c\",\"_type\":\"span\",\"marks\":[],\"text\":\"Loop executives into any iterations of your response process so they feel heard and their expertise and perspective is integrated\"}],\"level\":1,\"listItem\":\"bullet\",\"markDefs\":[],\"style\":\"normal\"},{\"_key\":\"b467ea41d562\",\"_type\":\"block\",\"children\":[{\"_key\":\"5012e277e39e\",\"_type\":\"span\",\"marks\":[],\"text\":\"As long as you’re covering these bases, you should be in a better position to focus on the incident while giving executives the context they need to be helpful, and ultimately help the organization.\"}],\"markDefs\":[],\"style\":\"normal\"},{\"_key\":\"ecf753ac8c73\",\"_type\":\"block\",\"children\":[{\"_key\":\"43986375cfa4\",\"_type\":\"span\",\"marks\":[],\"text\":\"Remember, everyone feels the pain of incidents. 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