Observability and reliability
Incident communication and handoffs
How often to update during an incident, what to say to each audience, the status words to use, and how to hand off or close an incident cleanly.
Silence creates rumor. Oversharing creates panic. A steady rhythm of short updates, using the same status words each time, keeps the company calm and the facts accurate.
Concept
A status page is the public page where customers check whether a service is working. Its text is written for users. It names user-visible facts, not internal theories or vendors.
The big idea
Each audience needs a different level of detail and a different pace. Engineers in the channel need every change. Leaders need impact and a next-update time. Customers need what is broken and what to do about it.
Cadence by audience
| Audience | How often | What to include |
|---|---|---|
| Incident channel | Continuous for technical work | Decisions and state changes |
| IC summary | Every 10 to 15 minutes for SEV1, every 15 to 30 for SEV2 | Current state, next step |
| Status page | On a published interval, such as every 30 minutes | User-visible impact and workaround |
| Leadership | At each change | Impact, ETA if known, next update time |
| Support | When anything changes | A paste-ready brief |
The status template
Use the same shape every time, so readers can scan it:
Status: INVESTIGATING | MITIGATING | MONITORING | RESOLVED
Impact: checkout errors elevated for about 15% of requests
Since: 14:02 UTC
Actions taken: rolled back payments deploy at 14:18 UTC
Next update: 14:45 UTCMove through the states in order. When the fix is in, say MONITORING for a soak period. Move to RESOLVED only after the error rate stays down. A premature all-clear costs trust, especially when the errors come back.
Internal truth vs external truth
Internal channels can name suspicions. External pages stick to what users can see.
| Audience | Example message |
|---|---|
| Internal channel | Suspect a bad index from migration 20260314 |
| Status page | Checkout errors are elevated. Workaround: retry. Next update 15:00 UTC |
Naming a vendor, guessing a root cause or promising an exact ETA you do not control creates legal and trust problems when you are wrong. If you publish a bad update, correct it quickly. Silence after a wrong all-clear is worse than a revision.
Handoffs and closing
A clean handoff states five things: the current severity, the impact numbers, the mitigations already applied, the active hypotheses, and the next planned action with the next update time. The outgoing commander stays until the incoming one repeats that summary back correctly.
When the incident is resolved:
- Keep the channel open for a cool-down, often a few hours.
- Capture open questions for the postmortem while memory is fresh.
- Page only if monitoring shows a regression.
- Schedule the blameless postmortem within a few days.
Common mistakes
- Declaring RESOLVED too early. Use MONITORING for the soak period.
- Naming a vendor before the facts are solid.
- A silent status page for an hour. Post an update even if it only says "still investigating."
- Promising an ETA you do not control.
Check yourself
- Why say MONITORING instead of RESOLVED right after a fix? Error rates can climb again. A premature all-clear costs trust.
- Which audience gets the suspected root cause? The internal channel. External pages stick to user-visible facts.
Key takeaways
- Update on a cadence, and use the same status words each time.
- Keep internal and external messages different, on purpose.
- Hand off with severity, impact, mitigations, hypotheses and the next update.
- Close only after a soak period.
Further learning
After the incident, write the review in the postmortem guide.
Related
Incident response
Run an incident with clear roles, severity and communication. Mitigate first, debug second, then hand off to the postmortem. Start here for the map of incident pages.
Blameless postmortems
Learning from failure with timelines, contributing factors and action items that actually get done — without turning people into the root cause.
Written and verbal communication
Lead with the point, write for skimmers, and adjust depth for engineers, PMs and executives.