From my experience I would say that pointing fingers just keeps the systems down longer than they should. Let’s collectively get everything back online as a cohesive team and afterwards hold a standup meeting to look back and have a meaningful discussion on where we as a team went wrong and put actions in place that helps the team not only get back together and keep a good morale but actively trying to better themselves and the company at the same time moving forward.

Como líderes, deveríamos sempre impulsionar a resolução rápida dos problemas fortalecendo o trabalho em equipe. E logo após o incidente é essencial encontrar a causa raiz e buscar colocar travas no processo a fim de evitar a reincidência. Todo esse processo deve ser conduzido sem busca de culpados e com foco na solução, caso contrário teremos equipes preocupadas somente em não errar, o que dificulta o campo de inovação e crescimento profissional. Errar faz parte do aprendizado, portanto é preciso uma cultura de rápida solução.

When a system crash happens, I focus on facts, steering the team toward solutions rather than blame. Using logs and data, we analyze the issue objectively and address it calmly. A post-mortem follows to identify lessons learned and implement improvements. To manage tensions, I foster open communication, acknowledge frustrations, and emphasize teamwork. Recognizing efforts and promoting growth ensures the team remains motivated and prepared for future challenges.

It's a perfect opportunity to come together as a team to find a creative solution. Stay focused on the problem, what's done is done.

I will usually point the finger at myself to diffuse the blame game. After that it's a simple matter of what's next to start the cycle to assess, troubleshoot, and implement a plan of action towards system recovery. The role of fault should not even exist until root cause is being investigated with one caveat, that being that the cause of downtime is not still occurring.

Uma coisa que acho legal é que em tudo que não conseguimos fazer como planejamos fica como um aprendizado para que possamos crescer continuamente. Como diria: Somos eternos aprendizes.

When a system crashes, the most important thing to do is recover it and the best way to do it is working as team. After the system is recovered, we need to analyze in detail the problem in order to understand the reason/reasons of the crash. And maybe we can learn useful lessons to the future. Pointing fingers will not help anyone to solve the problem.

when you have such a situation do not play a blame game. Take the situation under control by analyzing the situation, plan to resolve the issue, and post-problem resolution work on the root cause and put checks in place so the problem isn't repeated. This demonstrates the team bonding, your perspective, and your quality to lead the team effectively.

Em uma posição de liderança, estas situações vão acontecer em algum momento. Um líder deve dividir com o time as consequências do problema, envolver a equipe buscando possíveis soluções. Porém, o papel do líder é sempre tomar uma decisão, nunca ser neutro.

Help and support your team to analyze the root cause, fixing the problem should be the priority. Document the problem and the solution.