So You Want a New Incident Commander—Lessons from Building Incident Response...
summary
Organization reframes Incident Command as sociotechnical leadership and builds a small, dedicated IC team trained with shadowing and reverse-shadowing, playbooks, an incident bot and targeted tabletop exercises. Evidence shows an uncoordinated outage can pull 10–12 engineers for 4 hours, while curated ICs produce calmer incidents, clearer communications and faster recovery in comparable failures. Hiring focuses on three competencies — communication, socio‑technical coordination and cognitive‑load management — and the program scales via pilots and measurable incident comparisons.
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chapters (14)
- 0:00The case for incident command
- 3:27Defining incident command
- 5:18The role of an incident commander
- 9:36Intersection of three domains
- 12:07Common anti-patterns
- 14:47Identifying core competencies
- 15:22Securing leadership buy-in
- 18:18Designing a sustainable system
- 19:58Choosing team structure
- 22:01Evaluating structural models
- 24:04Focusing on core competencies
- 26:49Identifying and hiring talent
- 31:31Onboarding and training
- 32:51Reflecting on system success
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