<?xml version="1.0" encoding="utf-8" standalone="yes"?><rss version="2.0" xmlns:atom="http://www.w3.org/2005/Atom"><channel><title>Leadership on JoeSindel.com</title><link>https://joesindel.com/tags/leadership/</link><description>Recent content in Leadership on JoeSindel.com</description><generator>Hugo</generator><language>en</language><lastBuildDate>Sun, 10 May 2026 00:00:00 +0000</lastBuildDate><atom:link href="https://joesindel.com/tags/leadership/index.xml" rel="self" type="application/rss+xml"/><item><title>What Major Incident Command Actually Buys You</title><link>https://joesindel.com/posts/major-incident-command-playbook/</link><pubDate>Sun, 10 May 2026 00:00:00 +0000</pubDate><guid>https://joesindel.com/posts/major-incident-command-playbook/</guid><description>&lt;p>A SEV at company scale isn&amp;rsquo;t a bigger version of an outage on a small team. It&amp;rsquo;s a different problem. Once you have dozens of services on the page, multiple product surfaces affected, regulators watching, executives asking questions, and customer comms running in parallel with engineering response — the thing that breaks first is coordination, not engineering capability.&lt;/p>
&lt;p>This post is about what the IMAG / Incident Command System framework actually buys you in that environment, where I&amp;rsquo;ve seen it get misapplied, and the part most teams skip: making the post-mortem loop close.&lt;/p></description></item></channel></rss>