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Joe Marchese

I focus on the consequences to decide whether to intervene. If the course we're on will do damage to the customer or the team, I jump in... fast. If it is a situation that will become a learning experience for the team, I stand aside and let them get on with it. [I have a cynical streak that occasionally thinks you can't teach anybody a damn thing, but you can create experiences for them to teach themselves.]

One other distinction: if it's just 'normal' fouled up (SNAFU), there's every reason to treat that as part of the game, what we're paid to do (make it work). I've always defined FUBAR as 'fouled up beyond all repair', which implies extraordinary measures to make it work (at our best, I sometimes think we can fix a rainy day). But it may beg the question if the situation is truly beyond repair. That's the exception, but it happens. Perhaps the toughest choice is that where you have to acknowledge failure, make amends, but move on.

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