Better managers have fewer emergencies, and worse managers have more. There are a few factors that contribute to a very significantly lower rate of emergencies on well-managed teams, and happily they’re easy to copy

Stay Saasy's platform is a resource for software-as-a-service (SaaS) professionals, offering insights into SaaS business models, subscription pricing strategies, and customer retention tactics. Through articles, case studies, and industry analysis, Stay Saasy offers insights into SaaS marketing techniques, sales funnel optimization, and customer success practices. Readers can learn about SaaS product management, user onboarding experiences, and churn reduction strategies to build and grow successful SaaS businesses.

Stay SaaSy

Well-managed teams experience far fewer emergencies than poorly managed ones. Four key practices separate good managers from bad: staying deeply informed about what their teams actually do, maintaining strong conviction about what work truly matters so they can push back on unnecessary requests, building a mental model of the team and business to anticipate future needs, and genuinely caring about team well-being. Emergencies are often a choice — the result of managers prioritizing short-term convenience over their team's long-term productivity. Reducing emergencies leads to happier teams, better retention, and the focused environment that great work requires.

Avoiding a Culture of Emergencies

Good Managers Have a Mental Model of Their Team and Company

<p>An excellent article, we’ve had problems with people raising issues as “p1 production issue” and had to try and educate people about what really constitutes something as an emergency. Very few problems are ever an emergency and should jsut be planned into your normal dev process</p>
